The Strategic Dimension of the Dynamic Capabilities of Enterprises

Krzakiewicz, Kazimierz; Cyfert, Szymon

doi:10.2478/manment-2014-0038

Cited by 11 publications

(10 citation statements)

References 7 publications

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“…This interest is, to a large extent, a consequence of the importance of relationships between the strategic choices of environmental conditions, businesses, and institutions. For this reason, dynamic capabilities are the subject of research in many areas such as marketing and entrepreneurship, innovation management, logistics, and tourism (Kozak and Dogantan, 2017; Krzakiewicz and Cyfert, 2014; Lawson and Samson, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of leader–member exchange on lodging employees’ dynamic capacities: The mediating role of job satisfaction

Eşitti

Kasap

2019

Tourism and Hospitality Research

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Firms take precautions with their dynamic capacities in response to rapidly changing and volatile conditions. Leader–member exchange refers to the importance of supervisors’ role in shaping employees’ work attitudes and job satisfaction. Previous researches on the relation between leader–member exchange and dynamic capabilities obtained mixed results; a call has been made for an examination of dynamic capabilities of lodging firms from the perspective of leader–member exchange. This research predicts that leader–member exchange is associated with dynamic capabilities and higher level of job satisfaction. Thus, this study examines the impact of five-star hotel employees’ leader–member exchange on the dynamic capabilities of a hospitality organization and the mediation role of job satisfaction between leader–member exchange and dynamic capabilities. Results from five hotel teams in Istanbul with 390 employees show that job satisfaction has a meaningful and positive impact on dynamic capabilities. Leader–member exchange has a statistically significant impact on dynamic capabilities and job satisfaction partially mediating the relationship between leader–member exchange and dynamic capabilities. This study also provides valuable recommendations on how to assess the service quality of lodging firms by assessing their dynamic capabilities. Specifically, Istanbul’s lodging firms should focus on job satisfaction to improve the dynamic capability of their employees.

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Section: Literature Reviewmentioning

confidence: 99%

The impact of leader–member exchange on lodging employees’ dynamic capacities: The mediating role of job satisfaction

Eşitti

Kasap

2019

Tourism and Hospitality Research

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“…However, although strategic flexibility is considered an organization's capability to identify major changes in its external environment [20], empirical studies reported controversial results regarding the relationship between strategic flexibility and firm performance. In other words, having strategic flexibility is not sufficient for gaining a sustainable competitive advantage [21] and the impact on firm performance is context-dependent [22,23]. Hence, further investigating the conditions under which dynamic capabilities can perform better is necessary [9,24] Many present studies neglected the fact that high-tech firms need to be strategically flexible to adapt to unanticipated situations and rapidly changing environments, while also optimizing their business processes to achieve operational efficiency [25].…”

Section: Introductionmentioning

confidence: 99%

Technological Configuration Capability, Strategic Flexibility, and Organizational Performance in Chinese High-Tech Organizations

et al. 2018

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The purpose of this study was to investigate the moderating effect of corporate technology configuration capability on the relationship between strategic flexibility and organizational performance throughout the different stages of the technological life cycle. By empirically examining 439 Chinese high-tech organizations, we found that technological configuration capability enhances the effect of strategic flexibility on organizational performance in a complex dynamic environment. However, different impacts were observed on the different stages of the technological life cycle. In addition, we explored the strategic flexibility during the different stages of the technological life cycle based on our empirical study.

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“…A high level of inertia can cause a significant lack of agreement between the organization's results and expectations related to adapting to the conditions of a changing environment. In the aspect of the change process, the strength of inertia may vary depending on the life cycle stage, its size and complexity and dynamic capacity can be a tool to increase their competitiveness [61,62]. However, inertia can also have positive features for enterprises that too willingly adapt to the constant changes arising from the turbulent, rapidly changing environment [63].…”

Section: System Approach To Adaptabilitymentioning

confidence: 99%

New Technologies and Innovative Solutions in the Development Strategies of Energy Enterprises

Borowski

2020

HighTech. Innov. J.

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Energy companies face challenges arising from the ecological, social and legal environment. The reduction of negative impact on the environment and society while maintaining sustainable development affects the formation of new development strategies and push to introduce the state of art innovative technologies. The main aim of the research is to analyze the importance and role of the adaptation strategy to external requirements and to determine the mechanisms of the occurrence of passive and active adaptation. As a new approach to carrying out strategic analysis, two models were used simultaneously (inductive and hypothetical-deductive) which allows for realization qualitative (interviews, observations) and quantitative (statistical analysis) research methods generally called mixed methods. The study was conducted on the basis of mixed-method analysis of adaptations strategies of enterprises from the energy sector. The results of the conducted research show the influence of particular macroeconomic elements (e.g. technologies, ecologies) on making strategic decisions. The issue of adapting an enterprise to its environment is also related to its involvement in the research and development (R&D) sphere. Depending on the size of the company there are different amounts dedicated to R&D. Regulations and the technological environment force innovations of energy companies in the direction of reducing harmful impact on the environment and society. Legal and political factors (both national and EU) determine the activities of power companies (in each group: small, medium and large) and determine the choice of adaptation strategies. The intensity of adaptation to the requirements of the environment changes depends on the size of the company. Power companies apply passive adaptation strategies and as they increase their position on the market, they begin to implement an active adaptation strategy.

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The Strategic Dimension of the Dynamic Capabilities of Enterprises

Cited by 11 publications

References 7 publications

The impact of leader–member exchange on lodging employees’ dynamic capacities: The mediating role of job satisfaction

The impact of leader–member exchange on lodging employees’ dynamic capacities: The mediating role of job satisfaction

Technological Configuration Capability, Strategic Flexibility, and Organizational Performance in Chinese High-Tech Organizations

New Technologies and Innovative Solutions in the Development Strategies of Energy Enterprises

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