Crisis Response via Dynamic Capabilities: A Necessity in NPOs’ Capability Building

Abstract

Dynamic capability research increasingly seeks to identify mechanisms founding dynamic capabilities because this microfoundation provides options for influencing the application of dynamic capabilities. Dynamic capabilities in turn support organizations to achieve continuous organizational change. We pursue deeper insight into the microfounding mechanisms of dynamic capabilities with regard to management-related variables. Survey data from hot spots of refugee crisis 2016 all across Austria allow us to examine how managerial mechanisms on microlevel and dynamic capabilities on macro-level are linked and particularly how managers can influence the application of dynamic capabilities. Data evaluation is based on mediation analysis. Study reveals that participative leadership fosters dynamic capabilities of NPOs active in refugee aid. Further, we provide evidence that the manager´s perception, how self-determined he/she is and how impactful his/her actions are, enhances the application of dynamic capabilities.

Performance stability among small and medium-sized enterprises during COVID-19: A test of the efficacy of dynamic capabilities

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How small-and-medium transportation companies handle asymmetric customer relationships under COVID-19 pandemic: A multi-method study

“…Although dynamic capabilities view (DCV) is one of the most influential paradigms in strategy literature, especially with regards to market volatility, research applying DCV towards companies functioning in a crisis like COVID-19 is rare. Therefore, this study contributes to the literature related to organizational recovery from natural or humanitarian disasters ( Ballesteros and Wry, 2017 , Battisti and Deakins, 2017 , Kaltenbrunner and Reichel, 2018 ) and economic crisis ( Fainshmidt et al, 2017 , Makkonen et al, 2014 , Nair et al, 2014 ). According to the authors’ knowledge, this is the first study that applies DCV in the logistics industrial context to examine strategic customers management in a market facing a crisis such as COVID-19 (see Section 1.3 for the detailed research contribution statement).…”

Applying lean thinking for disaster responses: The case of philanthropic organisations

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