Dynamic capabilities for CSR management: towards identifying common processes

Wu, Qiang; He, Qile; Duan, Yanqing

doi:10.1108/sbr-01-2013-0010

Cited by 23 publications

(27 citation statements)

References 73 publications

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“…It should be noted that dynamic capabilities for corporate sustainability are interconnected. It means that they must be combined as a coherent mechanism to link external sustainable requirements with redeployment of internal resources and capabilities (Wu et al, 2014).…”

Section: Enhancing Dynamic Capabilitiesmentioning

confidence: 99%

Enhancing dynamic capabilities to improve sustainable competitiveness: insights from research on organisations of the Baltic region

Karman

Savanevičienė

2020

BJM

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PurposeThe research is aimed at elaborating a model in which dynamic capabilities affect sustainable competitiveness via organisational sustainability practices and the mediating role of organisational ambidexterity.Design/methodology/approachEmphasising the need for business sustainability in the face of technological breakthroughs, resource depletion and increasing expectations of stakeholders, it is necessary to reflect on a long-term organisational resilience that would enable sustainable competitiveness through dynamic capabilities. Hence, the paper provides insights on how an organisation can sustain its competitiveness by constantly balancing between the need for continuous improvement due to the pressure in economic, social and ecological environment, and the pursuit of continuous improvement of performance. The authors used structural equation modelling on data collected via a survey of 455 organisations from the Baltic region.FindingsThe results confirm the relationships between sensing and reconfiguring capabilities and sustainability practices, but reject them for scanning capabilities. They also confirm the impact of sustainability practices on some of the pillars of sustainable competitiveness. The research disclosed that ambidexterity was a mediator between dynamic capabilities and sustainable competitiveness.Originality/valueThe paper discloses the link between dynamic capabilities and sustainable competitive advantage by identifying the main characteristics of the constructs and revealing the linkage between them.

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Section: Enhancing Dynamic Capabilitiesmentioning

confidence: 99%

Enhancing dynamic capabilities to improve sustainable competitiveness: insights from research on organisations of the Baltic region

Karman

Savanevičienė

2020

BJM

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“…The dynamic capabilities literature suggests that it is a multidimensional construct and can be disaggregated into distinctive but related capabilities (Wu et al, 2014). Teece (2007) argues that dynamic capabilities comprise the capacity (1) to sense opportunities and threats, (2) to seize opportunities, and (3) to maintain competitiveness through reconfiguring resources.…”

Section: Dynamic Capabilities and Innovation In Hospitality And Tourismmentioning

confidence: 99%

Understanding collaborative innovation from a dynamic capabilities perspective

Alford

Duan

2018

IJCHM

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Purpose-This paper aims to understand the key factors affecting collaborative innovation in a destination management organisation from a dynamic capability perspective. Design/methodology/approach-An in-depth case study was conducted, using semistructured interviews with the CEO and Chairman of the DMO and internal DMO documents from 2011-2016. Thematic analysis was carried out on the data both deductively, with generic themes identified and informed by theory, and inductively, where detailed subthemes were developed from the data. Findings-The success of innovation in the context of a DMO depends on having a strong base of microfoundations that underpin the DMO's capabilities to sense and seize opportunities and reconfigure its assets for competitive advantage. Collaboration with the key players in the sector has been the essential elements of these microfoundations. Research limitations/implications-This study has been conducted within a single DMO case study. Future research should test the proposed models in different types of organisation and collaborative contexts. Practical implications-The proposed dynamic capability framework helps managers to achieve collaborative innovation, leading to competitive advantage through better development of relevant capabilities. Originality/value-The study represents a first attempt to understand the key factors enabling successful collaborative innovation in the context of DMOs, from a dynamic capability perspective. The unique opportunity of accessing information and witnessing the changes in a DMO over a period of five years enabled the authors to gain in-depth insights and comprehensive understanding as to why and how a UK DMO has been successful in enhancing its business performance through a successful collaborative innovation.

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“…The implementation of activities undertaken at the stage of searching for opportunities is based on the use of mechanisms for monitoring the environment and the needs of stakeholders [ 59 ], which allow for the identification of the processes of changes in the environment, constituting the basis for searching for opportunities [ 56 ], as well as the capture of weak signals in the environment [ 33 ], the assessment of the correctness of developing the set of dynamic capabilities used [ 60 ], the change of employees’ attitudes and the generation of a set of options for potential dynamic capabilities [ 32 , 60 , 61 ], on which managers’ attention should be focused. The model assumes that the dynamic capabilities associated with searching for opportunities include:…”

Section: Introductionmentioning

confidence: 99%

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

et al. 2021

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While most researchers interested in the concept of dynamic capabilities focus their attention on analyzing how companies transform their resources to compete in their environment, the process of developing dynamic capabilities is treated as a marginal issue. Although the literature suggests various approaches to developing dynamic capabilities, they are formulated in general terms, and doubts can be raised about the links between actions. There is also a lack of empirical research indicating the links between activities in the process of developing dynamic capabilities and their influence on the effectiveness of an organization. The aim of the study is to formulate a proposal for a model of the process of developing dynamic capabilities aimed at increasing the economic effectiveness of a company and to determine the links between the activities in the model. The theoretical contribution of the paper consists in presenting a model of the process of developing dynamic capabilities aimed at increasing the economic effectiveness of the company. The results presented in the paper refer to an empirical examination of the model of developing dynamic capabilities, covering five activities: searching for opportunities; knowledge management and learning; coordination; configuration and reconfiguration; and organizational adaptation. The study also includes an examination of the possible impact the components of the dynamic capabilities building process have on a company’s performance. The study uses the survey method and data was obtained from top managers. The conclusion, based on data from 471 Polish companies, was made using structural equation modelling. The results of the empirical research suggest that the individual activities in the process of developing dynamic capabilities are interconnected, and through mutual interactions and couplings, they positively affect the economic effectiveness of an enterprise. The results indicate that searching for opportunities is the precursor, and the main factor influencing the other activities in the process, which suggests that managers should focus on improving activities in this area.

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Dynamic capabilities for CSR management: towards identifying common processes

Abstract: This document is the author's post-print version, incorporating any revisions agreed during the peer-review process. Some differences between the published version and this version may remain and you are advised to consult the published version if you wish to cite from it.

Cited by 23 publications

References 73 publications

Enhancing dynamic capabilities to improve sustainable competitiveness: insights from research on organisations of the Baltic region

Enhancing dynamic capabilities to improve sustainable competitiveness: insights from research on organisations of the Baltic region

Understanding collaborative innovation from a dynamic capabilities perspective

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

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