Entrepreneurship and dynamic capabilities a review model and research agenda pdf
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The Journal of Innovation and Knowledge JIK focuses on how we gain knowledge through innovation and how knowledge encourages new forms of innovation. Not all innovation leads to knowledge. Only enduring innovation that can be generalized across multiple fields creates theory and knowledge. JIK welcomes papers on innovations that improve the quality of knowledge or that can be used to develop knowledge. Innovation is a broad concept, covering innovation processes, structures, outcomes, antecedents, and behaviors at the organizational level in the private and public sectors as well as at the individual, national, and professional levels.
The paper proposes a conceptual model which provides direction for researchers to empirically establish the connections between dynamic capabilities, innovation capabilities, entrepreneurial capabilities and financial and strategic performance. The author uses systematic literature review process to select the articles used in this study. First, the present paper review and discuss some major contributions to the theories of dynamic capabilities, innovation capabilities, entrepreneurial capabilities and their consequences. The author seeks to highlight different understandings of the concepts to clarify the distinctions between them. Second, the conceptual model and propositions for future studies were developed. The proposed model highlights the different measures of dynamic capabilities, innovation capabilities, entrepreneurial capabilities and their consequences.
Dynamic capabilities: A review and research agenda
In order to be able to seize the opportunities that a dynamic operating environment opens up, entrepreneurial firms have to reconfigure their existing asset base and processes. This study explores the effect of an entrepreneurial orientation and a firm's reconfiguring capabilities on international performance by using survey data from manufacturing and service organizations. Our findings indicate that a firm's entrepreneurial orientation and reconfiguring capabilities have an effect on its international performance and provide empirical support for the dynamic capability view of the firm. Entrepreneurial behavior combined with organizational reconfiguring capabilities constitutes a potential source of competitive advantage. This is a preview of subscription content, access via your institution. Rent this article via DeepDyve.
Relationships among dynamic capabilities dimensions in building competitive advantage: a conceptual model. E-mail: julianam. In extremely dynamic sectors, whose structure is not so evident, both the approach based on the Structure-Conduct-Performance paradigm and the approach based on firm resources are limited to explain the sources of competitive advantages and the performance achieved by firms from their strategic choices. The article consists of a theoretical essay that analyzes the concept of dynamic capabilities from the main definitions collected in the literature, by carrying out a conclusive synthesis and arguing about consulted theoretical contributions. The exponential speed of the social, political, technological and economic changes that have taken place since the second half of the 20th century and, vertiginously, from the years to , and still in progress, has become almost a common justification for practically any study of organizational phenomena. In the fields of marketing and strategy, the use of this argument is even more present, gaining status as a premise, that assumes that the firm needs to be attentive to events that occur beyond its boundaries and that, based on its interpretations of those events, it coordinates its resources, processes and decisions, in order to adapt to the consequences of those external events, thus reaching and sustaining competitive advantage.
Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda · Figures · References · Related · Information.
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In organizational theory , dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The term is often used in the plural form, dynamic capabilities , emphasizing that the ability to react adequately and timely to external changes requires a combination of multiple capabilities. The idea of dynamic capabilities is similar in some ways to the previously existing concept of operational capabilities; the latter pertains to the current operations of an organization, whereas the former, by contrast, refers to an organization's capacity to efficiently and responsively change these operations and develop its resources. The main assumption of this framework is that an organization's basic competencies should be used to create short-term competitive positions that can be developed into longer-term competitive advantage.
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