Beyond appearances – Do dynamic capabilities of innovative firms actually differ?

Jantunen, Ari; Ellonen, Hanna–Kaisa; Johansson, Anette

doi:10.1016/j.emj.2011.10.005

Cited by 95 publications

(66 citation statements)

References 41 publications

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“…Consistent to the findings of Jantunen et al. (), firms vary in the extent to which they show this higher order capability. The findings indicate that this variation impacts their ability to pursue BMI systematically and purposefully.…”

Section: Discussionsupporting

confidence: 87%

Toward a capability‐based conceptualization of business model innovation: insights from an explorative study

2014

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Although business model innovation (BMI) is more and more being acknowledged as key strategic task, current research is missing a conceptualization of core elements and relevant organizational capabilities. These research gaps impede a full theoretical understanding and a systematic and purposeful managerial application. By drawing on dynamic capability literature, this study addresses the question of how firms systematically and purposefully pursue BMI. Empirical analysis is based on six case studies in the specialized publishing industry, in which technological change has triggered numerous opportunities for new business models. The findings demonstrate that BMI can be conceptualized as a distinct dynamic capability. This capability can be disaggregated into a firm's capacity to sense business model opportunities, seize them through the development of valuable and unique business models, and reconfigure the firms' competences and resources accordingly. The present study outlines how distinct organizational routines and processes undergird these capacities. A conceptualization as dynamic capability contributes to a theoretical underpinning of BMI by integrating previously discussed dimensions of this phenomenon. Moreover, managers can gain concrete guidelines about how to systematically and purposefully approach BMI.

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Section: Discussionsupporting

confidence: 87%

Toward a capability‐based conceptualization of business model innovation: insights from an explorative study

2014

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“…Nevertheless, several researchers stress the need to carefully measure dynamic capabilities in a well‐defined functional area (Gruber et al, ; Schilke, ) to obtain practical empirical results on dynamic capabilities (Schilke, ). Accordingly, some studies measure dynamic capabilities in more specific terms, such as alliance management capabilities, new product development capabilities (Schilke, ), entrepreneurial capabilities, reconfiguring activities capabilities (Jantunen, Ellonen, & Johansson, ), and marketing capabilities (Morgan, Vorhies, & Mason, ). Moreover, given that organizational form co‐evolves dynamically with a firm's function and competitive advantage (Rindova & Kotha, ), the business process, which may require dynamic capabilities, may differ in terms of organizational form.…”

Section: Introductionmentioning

confidence: 99%

Innovation Portfolio Management as a Subset of Dynamic Capabilities: Measurement and Impact on Innovative Performance

Sicotte

Drouin

Delerue

2014

Project Management Journal

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Innovation portfolio management has been touted as a new dynamic capability following the evolution of team‐ and project‐based organizational forms. In this article, we conceptualize innovative dynamic capabilities as a multidimensional construct that comprises distinct but related aspects in managing innovation. We test our model, which links this capability to innovative performance by using survey data from a sample of 923 firms. We find empirical support for our conceptualization and its impact on firm innovative performance.

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“…As learning is time-dependent, a translational preference for autonomous learning may unintentionally delay the development of dynamic capabilities that underpin firm and ecosystem development (Jantunen et al, 2012;Teece, et al, 1997). Further, highly uncertain environments may necessitate trial-and-error learning in venture development (Loch et al, 2008;Sosna et al, 2010).…”

Section: The Development Paths Of Entrepreneurial Ecosystemsmentioning

confidence: 99%

Regenerative Medicine Translation:Cross-national analysis of entrepreneurial ecosystem development

Johnson

Bock

2015

AMPROC

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In the field of regenerative medicine, new ventures face unformed markets and inconsistent industry practices. We study two university-centric regenerative medicine ecosystems to explore the characteristics of venturing activity and ecosystem development under irreducible uncertainty. The situational analysis reveals multi-level effects. At the micro-level, entrepreneurial coping strategies are significantly affected by cultural artifacts generated by the ecosystem university. At the macro-level, entrepreneurial ecosystems may develop along different paths, generating idiosyncratic contexts for venturing activity. A model of entrepreneurial ecosystem development is presented, with implications for theories of entrepreneurial behavior as well as policy practice in developing technology sectors.

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Beyond appearances – Do dynamic capabilities of innovative firms actually differ?

Cited by 95 publications

References 41 publications

Toward a capability‐based conceptualization of business model innovation: insights from an explorative study

Toward a capability‐based conceptualization of business model innovation: insights from an explorative study

Innovation Portfolio Management as a Subset of Dynamic Capabilities: Measurement and Impact on Innovative Performance

Regenerative Medicine Translation:Cross-national analysis of entrepreneurial ecosystem development

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