Dynamic Capabilities - Science topic

Thank you so much Shezan for the well-presented facts.

I think here you can find all the scales you might need if you're setting is sustainability. message me in pvt if you need a free pdf

My pleasure. I hope you will enjoy reading it.

Dear Giacomo Buzzao

Seeing all that you have explained, it seems that you are trying to develop a holistic model that can integrate micro, meso and macro levels. Therefore you need to go to individual level (micro of both organization & holistic concept), then to organization's highest level (macro of the organization and meso of the concept) as well as beyond organizational level (macro). I am working on a similar holistic approach but area is a bit different; Individual and Collective Organizational Mindfulness by integrated Micro, Meso and Macro levels. Micro elements effect the outcomes at Meso level, such as Organizational Collective Performance, simultaneously the Meso level (Leadership, Policies, Procedures, Resources and Attitudes etc) effect the elements at Micro level. Beyond that at Macro level certain factors factors also effect which are beyond control of the organization, such as National Policies, Natural Disaster, Pandemic like COVID-19).

I think you need to conceptualize your concept in clarity . First specify the CONCEPT ( Organizational Resilience), then derive DIMENSIONS from the concept (Anticipate, Coping and Adaption and so on), further derive FACTORS (Internal as well as external to the organization) from dimensions and finally derive ELEMENTS from factors. After you have done that place DIMENSIONS at macro, FACTORS at meso and ELEMENTS at micro and your CONCEPTUAL Model is automatically formed. Then think, discuss and fine tune your model.

I am sending you few figures which I developed for my thesis and fuhrer for my ongoing project and hope they might help you as guideline in formulating your Model. i am available for further help if you need me. Regards

Dewi-Izzwi AM

I concur with Adam Sulich and Dariusz Prokopowicz

Dynamic capabilities as a concept - Teece & Pisano - is a broad concept. You need to drill it down to one or two measurable variables. In modern parlance, you could use different elements of a "business model." Ability to change; 1) customers; 2) value proposition; 3) channels to market; 4) revenue model etc.,

Dear Giacomo Buzzao,

Interesting interdisciplinary research can be carried out in the analysis of the impact of SARS-CoV-2 Coronavirus on human resource management processes. As a research topic, I propose scientific research on the impact of the development of the SARS-CoV-2 Coronavirus pandemic causing Covid-19 disease on the functioning of individual types of business entities, companies, corporations, financial and public institutions, including necessary organizational and logistical changes applied in these entities restructuring (enterprise crisis) and / or development (implementation of ICT, Internet and Industry 4.0 information technologies replacing specific types of professions, jobs in the enterprise or specific institution) and what effects of these changes in specific types of business entities and / or institutions will appear in the field of business management, including human resource management.

Regards,

Dariusz Prokopowicz

I would like to recommend the following references in this regard:

I hope these articles might be helpful.

Regards,

Nedim

Porus Patwari check this milestone : Zahra et al. 2006: 10.1111/j.1467-6486.2006.00616.x

Regarding measurements of Managerial DCs there is not much done yet: check this study in the field of Sustainability : Buil-Fabregà et al. (2017) 10.1016/j.jclepro.2017.03.081

Hi great suggestion. as SD is about values as well, I would recommend a paper we published on Value Sensitive Absorbtive Capacity which is at least provideding a different perspective that you can benefit from . please let me know what you think about the ideas we present ok

Researchers have argued that the dynamic capabilities are fundamental to the company's success in the competition in both domestic and international markets (MURRAY et al. 2011). Dynamic capabilities were initially conceptualized by Teece et al. (1997) as the "firm's ability to integrate, build, and reconfigure internal and external competencies toward environmental changes".

The dynamic capabilities are formed by sub dimensions, which include the capabilities called sense, which is the ability to monitor and identify opportunities, seize, which involves assessing existing and emerging capabilities, and possible investment and reconfiguration, referring to create, extend and modify the resources when the company grows and the market changes, organizational and administrative proceedings involving different activities and skills, learning, strategic response and integration of new features and assets.

Congratulations! Nice work indeed!

Regards,

Arif

Dear Colleagues and Friends from RG, In recent years, the scope of applications of Big Data technology and Data Science and Data Analytics analytics in economics, finance and management of organizations, including enterprises, financial and public institutions, has been increasing. Therefore, the importance of implementing analytical instruments for advanced processing of large data sets in enterprises, financial and public institutions, i.e. the construction of Big Data Analytics platforms to support the organization management processes in various aspects of operations, including the improvement of customer relations, is also growing. In my opinion, scientific research confirms the strong correlation between the development of Big Data technology, Data Science analytics, Data Analytics and the effectiveness of the use of knowledge resources. I believe that the development of Big Data technology and Data Science analytics, Data Analytics and other ICT information technologies, multi-criteria technology, advanced processing of large information sets, and Industry 4.0 technology increases the efficiency of using knowledge resources, including in the field of economics, finance and organization management. In recent years, ICT information technologies, Industry 4.0 etc. have been particularly dynamically developing and are used in knowledge-based economies. These technologies are used in scientific research and business applications in commercial enterprises and in financial and public institutions. Due to the growing importance of this issue in knowledge-based economies, an important issue is the analysis of the correlation between the development of Big Data technology and Data Science, Data Analytics, Business Intelligence and the effectiveness of using knowledge resources to solve key problems of civilization development, e.g. in the implementation programs for the quick implementation of the principles of sustainable pro-ecological development in economic processes in accordance with the green economy philosophy and the financing of programs for the creation and implementation of ecological innovations, and the urgent implementation of necessary ecological reforms. The goal of these pro-ecological business venture programs is to reduce the level of environmental pollution and slow down the global warming process. However, this is only one of the key global problems, the solution of which may be conditioned by the question of the possibility of increasing the efficiency of using large resources of knowledge accumulated in Big Data databases in knowledge-based economies. In connection with the above, I suggest the following research questions that may inspire you to implement important and interesting research projects: Are there studies that verify the correlation between the development of Big Data technology and Data Science analytics, Data Analytics, Business Intelligence and other ICT information technologies and advanced data processing Industry 4.0 and the effectiveness of the use of knowledge resources, including in the field of economics, finance and management of organizations, including enterprises, financial and public institutions? In recent years, there have been more and more media reports that in many countries there has been a significant increase in environmental pollution and a global acceleration of the global warming process. The problem is serious because the pace of the global warming process has significantly accelerated in recent years. However, this is only one of many key problems in the development of human civilization to be urgently solved in the 21st century. It is therefore necessary to increase the efficiency of processing knowledge resources in order to find faster solutions to key problems of civilization development. The use of Big Data, Data Science, Data Analytics, Business Intelligence and other ICT information technologies as well as advanced data processing Industry 4.0 in the processing of knowledge resources should contribute to increasing the efficiency of knowledge resource processing in knowledge-based economies, including in the field of economics and finance. In connection with the above, it has been growing in recent years, and will increase in the coming years, the importance of implementing analytical instruments for advanced processing of large data sets in enterprises, financial and public institutions, i.e. the construction of Big Data Analytics platforms to support the management of organization processes in various aspects of operations, including also in terms of improving customer relationships. I conduct research in this area. The conclusions of the research I published in scientific publications that are available on the Research Gate portal. I invite you to cooperation.

Best wishes

Dariusz Prokopowicz

This is an interesting topic. More so because some researchers (such as Winter 2003) have discussed multiple orders of dynamic capabilities in a hierarchical manner. So if resources are zero-order, ordinary capabilities are first-order, and DCs are second-order, there could also be third-order DCs which would modify the second-order capabilities, and so on...

So, depending on what level of DC you are talking about, you could always think about their sustainability.

A good source on comparative case studies is Yin, Case Study Research, but I personally don't think there is any reason to call your research a case study. Instead, different organizations served as the basis for purposive sampling.

Dear , thank you for your great contribution and excellent insights.

Thank you very much for your help so far -

Thanks for the recommendation - I have read the paper very closely yes - I've referenced about 40 of the most important articles in my literature review.

Barbara Flügge That would be ideal, but I'm not sure about the time that would take - My thinking so far is of looking at scales developed in questionnaires already deployed as they would have demonstrable relevance and I could compare results etc.

Gavin D. J. Harper Thanks for your advice - I think response rates tend to be around 10% if I'm not mistaken, and as I'm looking for about 100 responses, I think an online questionnaire might be the best if I could find enough people to target. Do you think a 15 minute questionnaire is a good time to aim for?

Hi Paivi, there are a 'few' papers that have looked into the aspect of dynamic capabilities theory (see my literature review). I'm happy to discuss with you at EMMA 2018 if you are going. If not here is the published article that Saleh (above) referred to - this was a conference paper

Oliver, J. J. (2017). Exploring industry level capabilities in the UK creative industries. Creative Industries Journal, 10(1), 75-88.

Best wishes,

John

Dynamic capabilities are the antecedents of a good knowledge management: you can't have knowledge management if you don't have knowledge-based and dynamic capabilities.

Interesting question; Following

Thank you for your response, I'll have a look at your articles!

Regards,

Mike

Thank you Dr. Roy. Will go through the link

There is a project conducted by my friends from Lappeenranta University of Technology. Try this:

[1]     M. Saunila, S. Pekkola, J. Ukko, “The relationship between innovation capability and performance: The moderating effect of measurement”, International Journal of Productivity and Performance Management, vol. 63, pp.234-249, 2014.

[1]     M. Saunila, “Is innovation performance measurement beneficial for performance in services?”, International Journal of Business and Globalisation, vol. 18, pp.27-41, 2017.

[2]     M. Saunila, “Performance measurement approach for innovation capability in SMEs”, International Journal of Productivity and Performance Management, vol. 65, pp.162-176, 2016.

You can do either a SWOT or Porter's Five forces to start with . Two important points are how to competitive Advantages and how to get a cost leadership 

Here is one of the most cited paper in this  area. 

DYNAMIC CAPABILITIES AND STRATEGIC

MANAGEMENT DAVID J. TEECE1*, GARY PISANO2 and AMY SHUEN3

1Haas School of Business, University of California, Berkeley, California, U.S.A.

2Graduate School of Business Administration, Harvard University, Boston, Massa-

chusetts, U.S.A.

3School of Business, San Jose State University, San Jose, California, U.S.A.

The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is amplified where

conditions of increasing returns exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding internally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing internal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. ? 1997 by John Wiley & Sons, Ltd.

Dear Sven,

Actually, I disagree with your question. Dynamic capabilities do not really have "types". They are a congruent concept and one cannot say that, for example, innovation is a type of DC. It may be a part of DC.

I agree with you that there might be DC of different type. I wrote a paper on it: https://www.researchgate.net/publication/277016752_Multilevel_Model_of_Dynamic_Capabilities?ev=prf_pub

But since it is one of my first academic works, please be not too critical to the way of argumentation ;)

I think that DC can be different, for example, according to their  diection: directed towards adaptation or towards a market change. You can find the notion by Eisenhardt and Martin  (2000).

If you, however, want to know which components of DC might be more important for Startups, you have to make an explorative study on it. The reason is - each firm has its way to achieve dynamic (equifinality, as mentioned by Eisenhardt and Martin). Since Startups may differ from other established firms, they can indeed have their intrinsic mechanism to face environmental dynamism. May be creativity  might represent a microfoundation for them. Look for the conference paper by Zott & Huy, 2012. The scholars proposed the notion of activation, showing that emotional states of managers  (in you case startup founders) might be crucial for DC.

I hope I did not destroy your vision of DC in startups.

Sincerely,

Eugene 

Harshvardhan Singh, thank you for quick response and useful links. I am actually looking for the Managerial Dynamic Capabilities introduced by

(Adner & Helfat, 2003). The conceptual papers are available in this area but I haven't been able to find any Operational Measures so far. Cheers.

The performance of dynamic capabilities is measured in term of evolutionary fitness and technical fitness. Evolutionary fitness measures how well the resources can make a living. Technical fitness measures how well the resources perform the functions. Evolutionary fitness is better for achieving competitive advantage.

For details please refer to "dynamic capabilities: understanding strategic change in organizations" by Helfat, at al (2007).

Given the components for your DC, you can measure the DC through a second order construct which is formed by the 4 different capabilities (I am sure that each of your capabilities have been measured before). Besides, you can dissagregate each of your 4 capabilities into different routines. Then, you can use all these routines as the mcro-foundations for yout DC.

You can find an example of that way for measuring DC in one of my papers

LEADERSHIP: From the one Indian teaching approach, 10 elements of leaderships are:

[0] [1] [2] [3]   1. Giving                                     Thanna parami                

[0] [1] [2] [3]   2. Ethics                                    Sila parami                        

[0] [1] [2] [3]   3. Asceticism                           Negkhamma parami       

[0] [1] [2] [3]   4. Intelligence                          Panya parami                    

[0] [1] [2] [3]   5. Perseverance                      Viriya parami                     

[0] [1] [2] [3]   6. Patience                               Kanti parami                      

[0] [1] [2] [3]   7. Truthfulness                        Satja parami                      

[0] [1] [2] [3]   8. Focus                                   Attithana parami                

[0] [1] [2] [3]   9. Sympathy                            Mehta parami                      

[0] [1] [2] [3]   10. Equanimity                       Negkhamma parami         

Suggested scale (0, 1,2,3) where 0 = none (shun-yata), 1 = low level; 2 = medium level; and 3 = high level. These are the ten leadership elements used to train rulers and kings in 500 BC India and is still in use today in many parts of Asia.

REFERENCE: Sidhartha Kautama, 543 B.C., see TIPITAKA, vol 33.

Hello, Mr. Ram -

You asked "Can anyone provide some ideas about how to conceptualize culture and measure its impact on dynamic capabilities ? "

I am assuming that you mean "organizational culture"?

When a researcher seeks to conceptualize a construct, he or she is interested in how that construct or variable is used in the literature. It is important for the researcher to explain which definition or conceptualization of the construct he or she is applying to the study so that there is a common understanding of the researcher's use of the term.

According to Bellot (2007), the term "organizational culture" (OC) remains controversial (p. 29). In the literature review (attached), she explained that it was Pettigrew (1979) who first coined the term. Since then, various conceptualizations have emerged in the literature, and these conceptualizations vary, depending on the discipline; for example, on page 31 of the article, you will find several conceptualizations of the term “culture”, based on disciplines such as Social Psychology, Sociology, and Business/Psychology/Sociology combinations, etc., etc. A careful read of these various conceptualizations ought to clarify for you the most appropriate definition of the term, based on the particular context in which you will apply it.

As far as measuring the impact of OC on “dynamic capabilities”, once again, you will first have to define (conceptualize) the DC construct.

Eisenhardt and Martin (2000) explained that dynamic capabilities “consisted of specific strategic and organizational processes such as product development, forming alliances, and other types of strategic decision-making that brings value to the firm (p. 1106); however the authors pointed out that the literature characterizes the term “dynamic capabilities” as “complicated routines that emerge from path dependent processes” (1115). You can imagine that the complicated routines in a business will be many! So, in order to measure organizational impact on dynamic capabilities, you first have to identify exactly which of the dynamic capabilities that you will be measuring.

Now, in designing a study, for example, the particular dynamic capabilities that interest you will be the subdimensions of the overarching variable called “Dynamic Capabilities”. The question now becomes, how will you gather data on those subdimensions of DC? What measuring instrument will you use to gather the data? I would suggest that you look to a secondary database. For example, if one of your dynamic capabilities is “product development”, you will have to find a way of conceptualizing “product development” and, perhaps, quantifying it in some measurable way.

Your question implies an assessment of an effect of OC on DC; therefore, a regression analysis might be in order – so long as your variable measurements fit the criteria for regression analysis. Through regression analysis you will be able to discern the variances caused by OC on DC, etc. Hope this helps :)

Best Regards,

Dr. Ruth

References

Bellot, J. (2011). Defining and assessing organizational culture. Nursing Forum, 46(1), 29-37. doi:10.1111/j.1744-6198.2010.00207.x

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10), 1105-1121.

You can look at this article from myself and Mattias Nordqvist published in ISBJ, hope it helps Dynamic capabilities and transgenerational value creation in family firms. The role of organizational culture

This is a good question without an obvious answer.

An almost mathematical approach to answering this question is the whimsical proposal of a category Reality introduced in

R.E. Lauro, Beyond the colonization of human imagining and everyday life: Crafting mythopoeic lifeworlds as a theological response to hyperreality, Ph.D. thesis, University of St. Andrews, Scotland, 2012:

file:///Users/jfpeters/Downloads/RenoLauroPhDThesis.pdf

See page 76, based on Baudrillard 1972 book.

On RG, see the works of S.A. de Groot:

In particular, see

S.A. de Groot, In search of beauty.  Developing beautiful organizations, Ph.D. thesis, Technische Universiteit Endhoven, 2014.