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Entrepreneurship And Dynamic Capabilities A Review Model And Research Agenda Pdf

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Dynamic capabilities

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. The model with its associated propositions was developed base on limitations and gaps observed from past studies. It is focused on empirically testing the direct impact of dynamic capabilities, innovation capabilities, and entrepreneurial capabilities on the performance of SMEs in Vietnam.

Nevertheless, the proposed model can be applied to similar situations in different contexts and countries. Further empirical testing of proposed model would contribute to enriching existing knowledge of dynamic capabilities, innovation capabilities and entrepreneurial capabilities within SMEs and how these capabilities foster superior performance.

Download PDF. There is a growing research interest on how firm capabilities promote competitiveness, business practice and performance.

It is not enough for firms to control tangible or intangible resources to survive in the marketplace. The ability to configure and reconfigure resources is important. There are several types of capabilities in the literature. The present paper focuses on dynamic capabilities, innovation capabilities and entrepreneurial capabilities.

Amit and Schoemaker argue that capabilities can be functional and rooted in specific areas of the firm. Dynamic capabilities are useful in coping with dynamic environments. Extant literature shows several theoretical studies on dynamic capabilities e. Yet, we do not fully understand the relationship between dynamic capabilities and strategic performance in an emerging market such as Vietnam. Innovation capability enables firms to integrate key capabilities and resource to successfully stimulate innovation.

Few scholars have examined the role of entrepreneurial capability on new venture performance e. Yet, there is a lack of consensus on the concept of entrepreneurial capability Afzal et al. To develop and optimise entrepreneurial capability, firms need to coordinate the mindsets and actions of managers to spot and exploit opportunities. Entrepreneurial capability facilitates the internal and external changes that enable firms to be competitive in the marketplace Zahra et al.

Thus, this paper x-rays the relationship between dynamic capabilities, innovation capabilities, entrepreneurial capabilities their consequences. The objective of this study is to develop a Dynamic Capability-Innovation Capability-Entrepreneurial Capability-Performance link model and suggest propositions for validation of the proposed model. This objective is achieved by reviewing and discussing some central contributions to the literature on capabilities dynamic capabilities, innovation capabilities and entrepreneurial capabilities.

This paper is arranged as follows. In the following section, this paper presents an overview of the review of concepts of dynamic capabilities, innovation capabilities and entrepreneurial capabilities. Followed by the methodology used in this study. Finally, discussion, conclusions and limitations and suggestions for future research are presented.

Collis opine that dynamic capabilities are organizational capabilities that make it possible to transform ordinary capabilities over time. He adds that dynamic capabilities face three challenges; erosion, substitution and learning about higher-order capabilities over time. Eisenhardt and Martin submitted that dynamic capabilities comprise of product development, strategic decision making and alliancing. They assert that these capabilities are identifiable, and the basic processes and activities are similar across firms but they are not equal across industries.

Helfat et al. Most literature reviews on the nature of dynamic capabilities e. In light of Teece , dynamic capabilities seek to match business opportunities and user needs by learning processes that are hard to copy. According to Teece , sensing capability is the capacity of firms to constantly scan, spot, and explore opportunities across technologies and markets.

In a fast-changing market, new information and knowledge can create opportunities for innovation. Sensing involves investment in research and development. Other studies demonstrate that externally available information and resources influence all innovation activities and the development of a firm Yam et al.

Integration capability is one of the three components of managerial functions which are relevant to dynamic capabilities Teece et al. Structural complexity and the number of organizational units leads to an increase of transactional cost across organizational units Teece, Indeed, integration facilitates learning, sharing of know-how and expertise through the transfer of technology and know-how within an organisation Teece, Reconfiguration capability support firms to maintain evolutionary fitness and enable them to escape from unfavourable path dependencies Teece, Karim and Capron pointed out that reconfiguration capability includes activities such as adding, redeploying, recombining, or divesting resources or business units.

Wang and Ahmed use innovation, adaptive and absorptive capabilities to conceptualise innovation capabilities. Teece assert that selecting products and business models are two core business processes central to innovation. From strategic management stance, innovation and innovation capabilities can be an aspect of dynamic capabilities. According to Lawson and Samson , innovation capability connotes the ability to mould and manage several capabilities.

Arguably, firms with innovation capability can integrate important capabilities and resources to successfully foster innovation. Other scholars have conceptualised innovation capabilities as consisting of marketing innovation, product innovation and process innovation capabilities e.

Extant literature suggests that entrepreneurial capabilities consists of four distinct and interrelated dimensions that focus on sensing, selecting, shaping, and synchronizing of opportunities Birkinshaw, ; Bingham et al. Sensing opportunities can come from employees, managers and decision-making process of an organisation. Shaping connotes orchestrating of relationships among internally and externally available capabilities and resources for opportunity realization e.

Synchronizing operates through three mechanisms: temporal heuristics focus on sequence, pace, and timing. Procedural heuristics articulates process or actions for opportunity execution. Priority heuristics emphasizes the ranking of opportunities in terms of their importance for the firm Bingham et al. In this context, entrepreneurs can re-conceptualize their environments, identify changes and emerging opportunities. Considering the skills and resources needed by entrepreneurs, entrepreneurial capabilities must align with the dynamics of the ecosystems and opportunities being optimised.

Chakrabarti, Vidal, and Mitchell demonstrated that the development of the institutional market environment influences the ability of firms to benefit from the reconfiguration of resources and businesses.

The literature shows that the relationship between dynamic capabilities and competitive advantage of firms is unclear e. Other researchers argue that dynamic capabilities foster competitive advantage e. The author reason that dynamic capabilities promote competitiveness and enhance firm performance.

Indeed, past studies that affirmed the connection between the individual dynamic capability and competitiveness are highlighted below. A firm ability to absorb external knowledge can lead to the firm achieving competitive advantage Fogg, Even though researchers recognise that dynamic capabilities of the firm may positively contribute to firm performance. Yet, there is no strong empirically evidence in the literature that supports this notion Hitt et al.

More so, most of the studies were conducted in developed countries. It will not be out of place to examine this subject in emerging market contexts. Extant literature suggests that innovation promote competitiveness and growth e. In the study of Chinese firms, Guan and Ma found that innovative capabilities influence export performance.

They concluded that export growth is associated with the total improvement of innovation capability dimensions, except for manufacturing capabilities. Keskin submitted that market orientation and learning impact positively on innovation capabilities in SMEs. Other scholars suggest that different innovation capabilities such as marketing innovation capability e.

In the literature, entrepreneurial capability has been examined using two perspectives; institution and individual skill and knowledge. Afzal, Siddiqui, and Dutta examined the influence of entrepreneurial capabilities on innovation performance and new venture performance.

They found that entrepreneurial capability dimensions of passion, integrity and commitment, leadership and management capability and learning capability have a positive impact on innovation performance. Further, entrepreneurial capabilities dimensions are positively associated with new venture performance and prior experience. Zahra and George reported that entrepreneurial capabilities promote organisational change.

Entrepreneurship plays an important role in creating corporate capabilities as e. Empirical studies on entrepreneurial capability are scanty. The author reason that more studies will uncover the role entrepreneurial capability plays in promoting superior performance in varying contexts. A systematic literature review was done to identify relevant articles within the entrepreneurship, innovation and strategic management literature.

The author conducted a search using the keywords, dynamic capabilities, innovation capabilities and entrepreneurial capabilities. The review focused on both qualitative and quantitative studies from to The author included studies that focussed on dynamic capabilities, innovation capabilities and entrepreneurial capabilities related concepts.

Capabilities focus on how a firm optimise and align with environmental changes to gain competitive advantage. Even though past studies have demonstrated a connection between the analysed concepts, competitive advantage and new venture performance. Yet, research that examines the relationships between dynamic capabilities, innovation capabilities, entrepreneurial capabilities, and financial and strategic performance simultaneously is still lacking.

Therefore, this study develops and presents a conceptual model and propositions to examine the direct and combine effects of dynamic capabilities, innovation capabilities, entrepreneurial capabilities, and their consequences financial and strategic performance.

Consequently, the proposed perspective will require further investigations into the relationship between dynamic capabilities, innovation capabilities, entrepreneurial capabilities and financial and strategic performance indicators.

It is evident from the literature review that dynamic capabilities have three dimensions; integration capability, reconfiguration capability and adaptive capability. Innovation capabilities focus on product innovation capability, process innovation capability and marketing innovation capability. The present study focuses on human characteristics aspect of entrepreneurial capabilities e.

The author anticipates that future empirical research will support the relationship between these variables and provide insight into the capabilities that can foster performance. Based on the literature review, the author makes the following propositions;.

Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda

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The system can't perform the operation now. Try again later. Citations per year. Duplicate citations. The following articles are merged in Scholar.

Dynamic capabilities

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.

Dynamic capabilities: A review and research agenda

Purpose of the research is to analyze of the concept of dynamic capabilities aiming at formation of the correct terminology. This a conceptual paper is based on the academic literature analysis. The paper analysed the historical development of the concept of dynamic capabilities from the moment of introduction of this expression and till now. The two main academic discussions concerned with dynamic capabilities are reviewed. Different definitions of organizational capabilities are analyzed and their influence on the formation of the understanding of dynamic capabilities is performed. A set of most popular definitions of dynamic capabilities is offered in the work. Those definitions indicate different aspects of the currently running academic discussion on the concept.

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.


Entrepreneurship and Dynamic Capabilities: A Review, Model and this issue to the forefront of the research agendas of many scholars.


Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda

2.2. The Concept of Innovation Capabilities

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.

This article explores critical areas for enhancing the competitiveness of SMEs in the globalized economy. Due to the fiercer nature of current competitiveness, the business sector has to adapt and enhance their capability in response to rapid environmental changes. Dynamic capability, which is part of the management process, also helps in stimulating RBV to enhance the performance of SMEs and their competitive advantages. It will, hopefully, contribute to the process of developing effective strategies within their organizations. It will also be of great value for researchers and practitioners who are involved in the SME sector. Afonso, H.

 Что. Этого не может. Он заперт внизу. - Нет. Он вырвался оттуда.

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 - Элементы, ответственные… У Дэвида Беккера, находившегося в трех тысячах миль от комнаты оперативного управления, загорелись. - Элементы! - воскликнул.  - Мы говорим о математике, а не об истории. Головы повернулись к спутниковому экрану.

Уверяю вас, он стоит этих денег. Тут все без обмана. Он стоит десять раз по двадцать миллионов.

Эта последняя цифра достигла Севильи в доли секунды. Три… три… Беккера словно еще раз ударило пулей, выпущенной из пистолета. Мир опять замер .

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Я скажу вам, кто его сегодня сопровождает, и мы сможем прислать ее к вам завтра. - Клаус Шмидт, - выпалил Беккер имя из старого учебника немецкого.

ГЛАВА 43 В свои сорок пять Чед Бринкерхофф отличался тем, что носил тщательно отутюженные костюмы, был всегда аккуратно причесан и прекрасно информирован. На легком летнем костюме, как и на загорелой коже, не было ни морщинки. Его густые волосы имели натуральный песочный оттенок, а глаза отливали яркой голубизной, которая только усиливалась слегка тонированными контактными линзами. Оглядывая свой роскошно меблированный кабинет, он думал о том, что достиг потолка в структуре АНБ. Его кабинет находился на девятом этаже - в так называемом Коридоре красного дерева.

Dynamic capability: A capability or a capacity?

 - На ней была майка с британским флагом. Беккер рассеянно кивнул: - Хорошо. Бело-красно-синие волосы, майка, серьга с черепом в ухе.

 Диагностика, черт меня дери! - бормотал Чатрукьян, направляясь в свою лабораторию.

4 Comments

Rebecca L. 29.03.2021 at 05:22

Request PDF | Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda* | abstract The emergent literature on.

Chenessegi 02.04.2021 at 05:22

The Journal of Innovation and Knowledge JIK focuses on how we gain knowledge through innovation and how knowledge encourages new forms of innovation.

Rowancuba1986 04.04.2021 at 07:22

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.

GeremГ­as T. 06.04.2021 at 21:02

Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda · Figures · References · Related · Information.

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