Expanding the Dynamic Capabilities View: Special Contributions

Takahashi, Adriana Roseli Wünsch; Bulgacov, Sérgio; Bitencourt, Cláudia Cristina; Kaynak, Hale

doi:10.1590/s0034-759020170302

Cited by 14 publications

(15 citation statements)

References 41 publications

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“…Factor 1-Skills for managerial competence: Sanchez and Heene (2004) state that competency-based theory is a relatively new way of thought about how organizations can improve and sustain high performance levels over time. This theory still holds as performance tool (Makulova et al, 2015:183;Takahashi et al, 2017). Established in the 1990s, competency-based strategic management theory explains how organizations can develop a sustainable competitive advantage in a systematic and structured way.…”

Section: Factors Measuring Managerial and Leadership Competencementioning

confidence: 99%

A Theoretical Model to Measure Managerial and Leadership Competence of Business School Managers

Shaikh

Bisschoff

Botha

2018

JEBS

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A theoretical model to measure managerial competence was developed by evaluating two previous models with similar aims. In addition to the original eight management competencies, another eight competencies were identified and applied to determine the management competencies needed in the Fourth Industrial Revolution with its fast-changing business environment. The article narrows down eleven management competencies and develops measuring criteria for each; in total 42 criteria. The eleven business competencies are leading change, cultural intelligence, team building, conflict management, communication skills, a global leader mindset, emotional intelligence, career awareness, personal value system, and external and ethical influences. The model is a theoretical model and presents management competencies relevant to the modern business environment. The value of this study resides in a strong theoretical basis for postmodern business environmental skills that managers need to maintain completeness of their organizations as well as providing a sound point of departure for other researchers of managerial competence.

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Section: Factors Measuring Managerial and Leadership Competencementioning

confidence: 99%

A Theoretical Model to Measure Managerial and Leadership Competence of Business School Managers

Shaikh

Bisschoff

Botha

2018

JEBS

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“…Despite a considerable amount of publications on DCs, the discussions have not always been unified (Teece, 2014). The development of the theory, dissociated from empirical research, has focused on individual cases without searching on common aspects, contributing to the lack of consensus (Wang & Ahmed, 2007), similar to other theoretical approaches in the field of strategy that were developed in a fragmented way (Takahashi, Bulgacov, Bitencourt, & Kaynak, 2017).…”

Section: Dynamic Capabilities Definitionsmentioning

confidence: 99%

“…The discussion of DCs will eventually evolve as the different approaches in this field are combined (Takahashi et al, 2017).…”

Section: A Conciliatory Modelmentioning

confidence: 99%

Integration Between Research and Development: A Dynamic Capabilities Perspective

Maranzato

Salerno

2018

Rev. adm. empres.

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Integration between research (R) and development (D) activities when they are organized separately in companies as specific departments is crucial for innovation performance and for the firm's adaptation and growth. Although this is of utmost importance, paradoxically, very few studies have focused on it. Considering this integration as a dynamic capability, through a systematic literature review on integration models and dynamic capabilities, we discuss distinctive views of the concept and the ways in which they can be applied. This study leads to the systematization of this knowledge field and to the identification of gaps in the literature on the integration between R and D. A research agenda is also proposed.

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“…A ambidestria organizacional (Duncan, 1976;Mom, Chang, Cholakova, & Jansen, in press) é tradicionalmente aplicada ao estudo da estratégia empresarial (Gibson & Birkinshaw, 2004;March, 1991), aos sistemas industriais complexos (Takahashi, Bulgacov, Bitencourt, & Kaynak, 2017) e à gestão da inovação (O'Reilly & Tushman, 2008Tushman & O'Reilly, 1996). A ambidestria assume que quando os gestores necessitam conquistar os objetivos estratégicos, há necessidade de equilibrar as demandas (ou dualidades) conflitantes entre si em termos de recursos e objetivos (March, 1991) para garantir o sucesso e a sobrevivência no longo prazo (Henri, 2006a;Tushman & O'Reilly, 1996).…”

Section: Introductionunclassified

“…Uma forma de resolver esse problema é alocar os recursos de exploitation e exploration de modo conjunto e equilibrado, objetivando alcançar a ambidestria organizacional. Por meio da utilização conjunta dos recursos, as organizações podem expandir a totalidade de suas capacidades (Takahashi et al, 2017) objetivando aumentar o resultado do negócio.…”

Section: Introductionunclassified

Efeitos do Exploration, Exploitation e Ambidestria no Desempenho das Organizações de Software

2019

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Resumo A literatura apresenta lacunas da utilização das competências, recursos e capacidades (exploitation) em conjunto com a exploração de novas competências (exploration) para o alcance do desempenho. Pouco se conhece sobre como as dimensões de exploitation e exploration deveriam ser analisadas, tais como separadamente, por meio de continuum, em sequência, por meio interativo ou por (in)congruência. Dado à ausência de comprovação de como essas duas dimensões podem elucidar a performance, o problema que surge é: Como a congruência das dimensões de ambidestria podem elevar o desempenho? O objetivo do trabalho foi examinar como a congruência entre dualidades afeta o desempenho. Por meio de um levantamento com 227 empresas de software, nós testamos hipóteses relacionadas à congruência e interação dos dois fatores da ambidestria. Os resultados mostraram que (a) as dimensões de exploration e exploitation; (b) a ambidestria média e (c) a ambidestria por meio de um continuum explicam o desempenho, que (d) a interação exploitation × exploration não tem relação com o resultado da organização e que (e) a convergência de ambas as dimensões aumenta o resultado organizacional. Os achados são coerentes com a tese de Gibson e Birkinshaw (2004) e rejeitam as teses de Gupta, Smith e Shalley (2006) e Cao, Gedajlovic e Zhang (2009).

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Expanding the Dynamic Capabilities View: Special Contributions

Cited by 14 publications

References 41 publications

A Theoretical Model to Measure Managerial and Leadership Competence of Business School Managers

A Theoretical Model to Measure Managerial and Leadership Competence of Business School Managers

Integration Between Research and Development: A Dynamic Capabilities Perspective

Efeitos do Exploration, Exploitation e Ambidestria no Desempenho das Organizações de Software

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