Building on the seminal work of David Teece, Kathleen Eisenhardt, Jeffrey Martin, and others, this volume applies the concept of dynamic capabilities to help readers understand how organizations can be successful in highly dynamic environments. The contributions, written by researchers who participated in the research program "Dynamic Capabilities and Relationships" and international researchers who participated in the program’s international conference (both funded by the Dieter Schwarz Foundation), highlight state-of-the-art research on dynamic capabilities and relationships. They also put forward an integrated management approach for the purpose of understanding, analyzing, and managing the successful creation and adaptation of capabilities and relationships.
Author(s): Tomás Bayón, Martin Eisend, Jochen Koch, Albrecht Söllner, Markus Vodosek, Heinz-Theo Wagner
Series: Contributions to Management Science
Publisher: Springer
Year: 2021
Language: English
Pages: 152
City: Cham
Preface
Contents
Dynamic Capabilities: Celebrating the Plurality of Understandings of the Concept
Matthias Wenzel-Introduction, or Multiple Understandings of Dynamic Capabilities: What Is the Problem?
Abiodun Adegbile: Unpacking Dynamic Capabilities
Yevgen Bogodistov-Dynamic Capabilities: A Practitioner´s Guide
Dynamic Capabilities: Theoretical Background
What Are They?
What Do They Look Like?
Where to Find Them?
Developing a Dynamic Capability
Idiosyncrasy
Antecedents
Boundary Conditions: When Dynamic Capabilities Stop Working
Conclusion
Sadrac Cénophat-Dynamic Capabilities: Some Remarks
Michael Hartmann: Reflection on Dynamic Capabilities
David Wagner: Four Lessons Learnt from My Doctoral Journey and Some Advice for Emerging Dynamic Capabilities Scholars
Information Technology as a Driver for Strategic Change
Spanning Boundaries from Strategic Management to Information Systems
Focus on Knowledge Resources and Processes
The Hidden Value of Relationships
Veit Wohlgemuth-Dynamic Capabilities: Holistic Understanding, Sufficient Conditions, and Usefulness for Other Domains
What Are Dynamic Capabilities? A Holistic Approach
Sufficient Conditions to Achieve Dynamic Capabilities
Usefulness for Other Domains
Madeleine Rauch: Conclusion, or Plural Understandings of Dynamic Capabilities
References
Explaining the Popularity of the Dynamic Capabilities Framework: A Comment
References
Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change
Introduction
Dynamic Managerial Capabilities, Managerial Activities, and Social Relations
Sensing and Managerial Activities Involving Social Relations
Seizing and Managerial Activities Involving Social Relations
Resource Reconfiguration and Managerial Activities Involving Social Relations
Forms of Social Relations and the Domains of Social Life
Sensing and Applicable Domains of Social Life
Seizing and Applicable Domains of Social Life
Resource Reconfiguration and Applicable Domains of Social Life
Social Relations and Dynamic Managerial Capabilities
The Role of Social Relations in Sensing Capabilities
The Role of Social Relations in Seizing Opportunities
The Role of Social Relationships in Resource Reconfiguration
Conclusion
References
Confirmation Bias: A Boundary Condition for Dynamic Managerial Capabilities in the Context of Strategic Change
Introduction
Theoretical Framework
Confirmation Bias
Strategic Change and Managerial Cognition
Confirmation Bias and Strategic Change
Sensing and Shaping
Conclusion
References
Data Analytics and Knowledge Integration Mechanisms: The Role of Social Interactions in Innovation Management
Introduction
Theoretical Background
Data Analytics
Social Capital
Exploratory and Exploitative Innovations
Research Model and Hypotheses
Research Methodology
Data Collection
Constructs and Measurements
Analysis and Results
Measurement Model
Structural Model
Common Method Bias
Discussion and Contributions
Discussion and Theoretical Contributions
Practical Contributions
Limitations and Future Research
Conclusion
Appendix: Survey Measurements
Analytical Ability
IT Business Process Integration
Structural Social Capital
Relational Social Capital
Cognitive Social Capital
Exploratory Innovation
Exploitative Innovation
References
Understanding the Antecedents of Lock-In, Switching Costs and Network Externalities in the Context of Digital Innovation
Introduction
Background and Related Literature
Lock-in
Lock-in from a Business Model Perspective
Antecedents of Lock-In
Conceptual Framework
Antecedents of Switching Costs
Homogenization of Data and Customer-Provider Familiarity
Customer-Provider Familiarity and Switching Costs
Reprogrammability of Data and Product-Market Complexity
Product-Market Complexity and Switching Costs
Antecedents of Network Externalities
Boundary Blurring and Customer-Provider Coordination
Customer-Provider Coordination and Network Externalities
Repurposing of Technology and Self-Reference
Self-Reference and Network Externalities
Antecedents of Lock-In
Switching Costs and Lock-In
Network Externalities and Lock-In
Discussion
Theoretical Contribution
Implications for Practitioners
Advancing Future Research
Conclusion
References
Consumer Persuasion Knowledge as Dynamic Capability
Introduction
Persuasion Knowledge: Its Effects and Relevance
How Consumers Develop Persuasion Knowledge
Persuasion Knowledge as Dynamic Consumer Capability
Adapting Persuasion Knowledge to a Dynamic Environment
Content of Persuasion Knowledge
Persuasion Knowledge Measures
Domains of Application
Components of Persuasion Knowledge
Concluding Thoughts
References
Physical, Digital, and Hybrid Workspaces: From the Process of Creation to the Process of Use
Introduction
Literature Review
The Physical Workspace
The Digital Workspace
The Hybrid Workspace
The Environment as an Enabler of Creative Processes at Work
Conclusion
References
