Proposição de um instrumento de mensuração do desenvolvimento de capacidades dinâmicas

Abstract

Objective: this study aims to build and validate a measurement scale of the component elements and the organizational mechanisms for the development of dynamic capabilities (DC) in organizations.Method: the research methodology was based on a quantitative and descriptive approach, with bibliographic data collection and through an e-survey in 137 organizations in southern Brazil. The scale validation was performed by structural equation modeling (SEM) with the SmartPLS 3.2.8 software.Results: the final scale proposed for measuring the component elements and the organizational mechanisms for CD development had three dimensions and twenty indicators. The findings demonstrate that the articulation of the indicators of the component elements and the mechanisms for the development of dynamic capacities results in a scale that weighs several aspects related to the existence of DC development in organizations.Originality/Relevance: although there are efforts in the development of scales on DC, there is a theoretical gap regarding the creation of scales and measurement instruments, since these capacities are linked to the internal processes of organizations. In view of this, this study proves to be relevant in addressing the proposition and validation of a scale based on the development of DC that allows new empirical investigations and theoretical discussions.Theoretical / methodological contributions: this research provides an academic resource for the use of the scale proposed in future research and expands the possibility of developing the theme of dynamic capabilities in organizational studies.

Dynamic Capabilities and Strategic Control Systems: A Study at Itaipu Binacional

“…This definition arose from the synthesis of Penrose´s (1959) resource-based view (RBV) concept disseminated by Barney (1991), which emphasizes that a company´s internal resources, such as assets and capabilities determine its performance, success, or failure. The dynamic capabilities theory arose to fill in the theoretical approach adopted by RBV, which is more static, explaining how organizations can possibly respond to fast environmental change (Ambrosini & Bowman, 2009;Eisenhardt & Martin, 2000;Teece et al, 1997;Zaluski et al, 2020).…”

Capacidades Dinâmicas e Sistemas de Controles Estratégicos: um Estudo na Itaipu Binacional

“…Essa definição surge da sintetização do conceito de visão baseada em recursos (VBR) de Penrose (1959), difundida por Barney (1991), o qual enfatiza que os recursos internos da empresa, como ativos e capacidades, determinam o seu desempenho, sucesso ou fracasso. A Teoria das Capacidades Dinâmicas surge para preencher a abordagem teórica adotada pela VBR, que é mais estática, explicando como as organizações possivelmente respondem às rápidas mudanças ambientais (Ambrosini & Bowman, 2009;Eisenhardt & Martin, 2000;Teece et al, 1997;Zaluski et al, 2020).…”

A Influência das Capacidades de Detecção, Apreensão e Reconfiguração no Desenvolvimento de Capacidades Dinâmicas Sustentáveis

“…De acordo com Amui et al (2017), a maior parte da literatura sobre a relação entre sustentabilidade e CDs compreende estudos teóricos, carecendo de pesquisas empíricas sobre o assunto. Estudos anteriores fundamentaram e ilustraram como ocorre o processo de desenvolvimento das CDs (TONDOLO; BITENCOURT, 2014;ZALUSKI;SAUSEN;FERREIRA, 2020), no entanto poucos estudos exploram esse processo em prol do desenvolvimento de capacidades dinâmicas sustentáveis (MOUSAVI; BOSSINK; VAN VLIET, 2018).…”