The Role of Dynamic Capabilities in Developing Innovation-Related Capabilities

Abstract

The purpose of this study is to explore the role dynamic capabilities have in the development of innovation-related operational capabilities. As dynamic capabilities by nature are processes and practices that advocate change, we aim to uncover the actual practices through which change strategies are implemented. Our research includes a single case study from the publishing industry. Building on a data set of interviews and secondary data we track down the development of the capabilities over the time period of five years. The results of the study imply that dynamic capabilities act as a catalyst and spark off the mechanisms of operational capability development. Our study demonstrates how different types of dynamic capabilities (sensing, seizing and reconfiguring) all have an impact of the development of market and technological capabilities.

Supplier Qualification Sub-Process from a Sustained Perspective: Generation of Dynamic Capabilities

“…Detection, as the capability of diagnosing a situation, capable of understanding clients' needs better than their competitors [24], is the skill that discovers the opportunities and threats to stakeholders and the environment and understands the needs and dynamics of the market. A fundamental factor is intuition and the cognitive capacity to evaluate implicit knowledge, which is then researched and extended to develop knowledge [27]. To understand the information, the capability of detection uses surveillance, where the mental position checks external information and processes the movement of the environment [28].…”

Innovation in Small and Medium Enterprises in the United Arab Emirates

“…However, in particular the survey describes the multinational and global companies operating in the country, and the large State companies in sectors like energy and the environment, aerospace, transport and logistics, while it does not fully represent the attitude to innovation in small and medium enterprises. In any case, according to this report (Edelman, 2014), UAE emerges as a country with a strong awareness of and a positive attitude towards innovation. The GE Global Innovation report highlights that innovation is increasingly becoming a global game; thus merging and combining talents, ideas, insights and resources across the world is the only way to be successfully innovative.…”

“…Consequently they make efforts to build up appropriate capabilities to innovate (Lawson, Samson, 2001;Brem, 2011;Ellonen, Jantunen, Kuivalainen, 2011). Innovation is the outcome of deliberate investments and strategic efforts at firm level, and firm-level heterogeneity plays a key role in explaining innovation.…”

“…The first report is the GE Global Innovation Barometer (Edelman, 2014), an important global survey on innovation involving more than 3,200 executives in 26 countries 3 . The UAE is one of the countries involved in this global survey.…”

Capacidades dinámicas, una fuente de ventaja competitiva

“…En los últimos años, el campo de la dirección estratégica se ha detenido a explorar de manera recurrente la manera como las empresas desarrollan capacidades dinámicas que les permitan generar ventajas competitivas sostenibles (Ahenkora y Adhei, 2012;Dávila, 2012;Ellonen et al, 2011;Barreto, 2010). Sin embargo, aún no hay una puesta en común sobre los elementos que deben tenerse en cuenta por las empresas para desarrollar, mantener y reconfigurar estas nuevas fuentes de ventaja competitiva.…”