Dynamic Capabilities and Performance

Naldi, Lucia; Wikström, Patrik; Rimscha, M. Bjørn von

doi:10.2753/imo0020-8825440404

Cited by 32 publications

(19 citation statements)

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“…Warner and Wäger (2019, p. 327) argue that DT is "contingent on the strategic renewal of an organisation's (1) business model, (2) collaborative approach, and eventually the (3) culture". Leadership fostering dynamic capabilities with the goal to renew products and business models is an important component of the DT processes seeking to increase the performance of businesses in the digital age (Naldi et al, 2014).…”

Section: Digital Transformationmentioning

confidence: 99%

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Strategic action fields of digital transformation

Peter

Kraft

Lindeque

2020

JSMA

129

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Purpose The purpose of this paper is to capture the collective understanding of digital transformation (DT) across Swiss businesses and establish a reference framework based on the strategic action field (SAF) theory. Design/methodology/approach A number of Swiss associations provided their databases for an online survey. The large sample includes 2,590 participants from 1,854 organisations and delivered over 4,200 descriptions of DT, categorised into seven SAFs. A cross tabulation of SAF combinations by firm size identified 127 possible SAF combinations which constitute the common understanding of DT. Findings The data set allowed the identification of SAFs and the conceptualisation of DT based on a shared understanding. Drivers of digital transformation are: process engineering, new technologies and digital business development, supported by digital leadership and culture, the cloud and data, customer centricity and digital marketing. Research limitations/implications For practitioners, the study provides the SAFs that should be considered for DT strategies. For academic scholars, a unique data set has allowed the study of DT by analysing action field combinations, revealing a nuanced constellation of SAFs. Limitations are the focus on Swiss organisations and a convenience sample for collecting the analysed data. Originality/value For the first time, the shared understanding of DT in Swiss businesses – based on SAFs – has allowed a conceptualisation of DT in order to provide guidance to businesses managers and employees.

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Section: Digital Transformationmentioning

confidence: 99%

“…Digital Business Development) identifies a gap between the elaborated important link between these SAFs (e.g. Bednall et al, 2018;Loonam et al, 2018;Naldi et al, 2014;Vera and Crossan, 2004) and business practice in Switzerland among the surveyed participants.…”

Section: Strategic Action Fields Of Digital Transformationmentioning

confidence: 99%

Strategic action fields of digital transformation

Peter

Kraft

Lindeque

2020

JSMA

129

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“…In contrast, the perception of an unstable and complex environment can also foster the sensemaking process (Neill, McKee, & Rose, 2007) and lead to superior performance of media organizations (Naldi, Wikström, & von Rimscha, 2014;Oliver, 2014). That is, "the higher the level of uncertainty, the greater the likelihood that new information from the outside will be communicated within the organisation, [which] encourages internal discussions of change" (Lowrey, 2011, p. 74).…”

Section: Overcoming Inertiamentioning

confidence: 99%

Strategic renewal during technology change: Tracking the digital journey of legacy news companies

Lischka

2019

Journal of Media Business Studies

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Digitization represents an incrementally competence-destroying technology change for legacy news companies. This study analyses strategic and operational renewal of six incumbent news publishers in the UK, Finland, and Switzerland based on narratives of their annual reports. Their digital journey is coined by two transformations: digitizing news business operations and lateral diversification into non-news-related digital markets. Thereby, willpower represents a corporate capacity that indicates the willingness for renewal. Lateral diversification renews the companies' profit formula, which leads to a negative cost-benefit perception regarding future investments in digital journalism by some incumbents. These incumbents communicatively prepare to incrementally abandon their core journalism business. From the communicative constitution of organizations (CCO) perspective, annual report narratives represent instruments for legitimizing corporate restructuring and repositioning.

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“…When we compare the results of the research related to positive effects of dynamic capabilities to the firm's performance with the results of the recent studies based on the sample of small and medium-sized companies, the results are partially in accordance with the results of Nedzinskas et al (2013) when non-financial relative organisational performance (innovations developed and new processes created) are considered, but not in case of financial relative organisational performance (credit risk). The results correspond to the results of Naldi et al (2014) with the difference in the performance measure (innovative performance), in encompassing only the capabilities of sensing and seizing, as well as in the non-linear relationship between the capabilities and the performance.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

The Influence of Industry Characteristics and Dynamic Capabilities on Firms’ Profitability

Pervan

Ćurak

Kramarić

2017

IJFS

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Abstract:The aim of this research was to explore one of the most intriguing dimensions of every firm's business-its performance. Aside from analysing the influence of industry's characteristics on the firm's performance, the authors addressed the characteristics of dynamic capabilities and their role in contribution to the firm's ultimate success. The analysis was conducted on a sample of 118 small Croatian manufacturing companies. The application of the Structural Equation Modelling (SEM) approach revealed a statistically significant influence of both the industry's characteristics (represented by Porter's five forces framework) and dynamic capabilities (based on Teece's theory) on the firm's performance, where the influence of dynamic capabilities is proven to be larger than that of the industry.

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Dynamic Capabilities and Performance

Cited by 32 publications

References 50 publications

Strategic action fields of digital transformation

Strategic action fields of digital transformation

Strategic renewal during technology change: Tracking the digital journey of legacy news companies

The Influence of Industry Characteristics and Dynamic Capabilities on Firms’ Profitability

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