Impact of Dynamic Strategic Capabilities on Strategic Entrepreneurship in Presence of Outsourcing of Five Stars Hotels in Jordan

Abstract

This research aims to investigate whether outsourcing mediates the impact of dynamic strategic capabilities on strategic entrepreneurship. The population of the research consists of top managers in five stars hotels. A sample of 215 respondents were selected for the research in which 186 questionnaires were valid for statistical analysis. Structural equation modelling (SEM) was used to test the hypotheses of the research. The results of the research indicate that outsourcing does not mediate the relationship between dynamic strategic capabilities and strategic entrepreneurship. All the dimensions of dynamic strategic capabilities have a statistical impact on strategic entrepreneurship, while the dynamic strategic capabilities dimension all affect outsourcing except the seizing capability. Based on the research results, managers and decision-makers have to focus on innovation functions by enhancing the role of knowledge management and R&D activities, as well as concentrate on employees training programs.

A strategic entrepreneurship framework for an emerging economy: reconciling dynamic capabilities and entrepreneurial orientation

“…Therefore, the DC view is critical to obtain, activate and sustain entrepreneurial and strategic processes. At the same time, it helps achieve the balance between an organisation’s opportunity seeking and advantage seeking behaviour (Al-Hawary and Al-Syasneh, 2020; Kim, 2018; Kyrgidou and Hughes, 2010; Teece et al , 1997). Our findings also suggest that SE have a significant positive impact on the OEP (Ireland et al , 2009; Withers et al , 2018).…”

“…The SE is now getting attention from emerging market scholars researchers as it is a relatively new perspective in these markets (Al-Hawary and Al-Syasneh, 2020; Chan and Mustafa, 2021). In 1999, Covin and Miles discussed five possible forms of SE.…”

“…The firms in emerging markets develop DC through investment in external resources like technology (Teece et al , 2020). So, dynamic capability theory could provide an insightful framework in emerging market settings (Al-Hawary and Al-Syasneh, 2020). Classically, the RBV captures much attention when the researcher’s interest is to solve a firm’s sustainable competitive advantage whilst thinking that the market environment is static (Teece, 2007).…”

“…The SE agenda provides a framework for creating competitive advantage and wealth-creation, regardless of the firm’s business environment, geographic location, company size and available resources (Hitt et al , 2011; Ireland et al , 2003; Withers et al , 2018). However, with a paucity of research in South Asia in emerging markets, the fundamental challenge for the SE perspective is to set a balance between strategic and entrepreneurial activities (Al-Hawary and Al-Syasneh, 2020; Chan and Mustafa, 2021). Therefore, our study fills the stated gaps to understand the missing link between EO, dynamic captivity and a firm’s entrepreneurial performance, which provides the foundation for the hypothesis development section presented subsequently.…”

“…Therefore, we developed our conceptual framework on the theory of DC in hypercompetitive markets like Pakistan. Secondly, we fulfil the empirical gap as Pakistan – an emerging South Asia market – has limited research to study SE at the organisational level (Al-Hawary and Al-Syasneh, 2020; Soomro and Shah, 2020). Thirdly, firms in the emerging market need to renew competencies faster to achieve congruence with the dynamic business environment with a specific innovative response (Teece, 2016, 2018).…”