Regendering of dynamic managerial capabilities in the context of binary perspectives on gender diversity

Abstract

Purpose The interplay between gender and dynamic managerial capabilities is not well studied in the extant literature. This paper aims to explore how dynamic managerial capabilities, as prized qualities in the job market, are framed in gendered ways and how the gendering process disadvantages female and male workers for different reasons and harms the organisations, which use the managerial capabilities approach without proofing it for gender biases. Design/methodology/approach An extensive literature review was conducted and a framework that offers a new gender perspective was offered. Findings A number of ways dynamic managerial capabilities may be proofed for gender biases and how a gender-balanced framing of dynamic managerial capabilities may be achieved are identified. Originality/value This paper contributes to the development of a new gender perspective, which is called regendering of dynamic managerial capabilities, which frees the concept from its binary frames of gender, assumptions of gender neutrality, with a view to capture gender diversity in a way which is closer to its nature in theory and practice of dynamic managerial capabilities.

Dynamic and marketing capabilities as determinants of firm performance: evidence from automotive industry

“…Therefore, “MCs may serve as the necessary leveraging mechanism to transform” (Lee and Chandra, 2020, p. 597) a firm’s DC into superior performance. For example, the sensing mechanism of DC deals with “precautionary signals and sound forecasts about a new market trend or concern of the society for developing scenarios guiding to the optimal strategic change” (Kamasak et al , 2020, p. 23) when used as a tool to operate an existing marketing capability, may create new resource configurations and greater firm performance. Similarly, the reconfiguring mechanism of DC, which refers to “extending or modifying the firm’s resources and capabilities to conduct successful strategies” (Kamasak et al , 2020, p. 26), once orchestrated in excellence, will increase the successful transformation of MCs, resulting in superior long-term firm performance (Eisenhardt and Martin, 2001).…”

“…For example, the sensing mechanism of DC deals with “precautionary signals and sound forecasts about a new market trend or concern of the society for developing scenarios guiding to the optimal strategic change” (Kamasak et al , 2020, p. 23) when used as a tool to operate an existing marketing capability, may create new resource configurations and greater firm performance. Similarly, the reconfiguring mechanism of DC, which refers to “extending or modifying the firm’s resources and capabilities to conduct successful strategies” (Kamasak et al , 2020, p. 26), once orchestrated in excellence, will increase the successful transformation of MCs, resulting in superior long-term firm performance (Eisenhardt and Martin, 2001). So, coupled with the reconfiguring mechanism, firms can purposefully and flexibly modify their resource and knowledge base to implement innovative market-based solutions and design new products or services, which lead to superior firm performance.…”

“…The relationships between MC and DC may sequentially occur. First, firms can detect early signals about changing customer needs and market conditions and make sound forecasts through the sensing mechanism (Schilke et al , 2018; Kamasak et al , 2020; Kamasak and Cansever, 2019). Moreover, accordingly, value-creating marketing decisions can be made rapidly by the seizing mechanism of DC (Helfat and Martin, 2015; Baden-Fuller and Teece, 2020).…”