Open Innovation: The New Imperative for Creating and Profiting from Technology

Organizational learning II: Theory, method and practice

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Steps To An Ecology Of Mind Collected Essays In Anthropology Psychiatry Evolution And Epistemology

A balancing strategy for ambidextrous learning, dynamic capabilities, and business model design, the opposite moderating effects of environmental dynamism

This paper presents a multi-level model that examines the impact of dynamic capabilities on the internationalization of SMEs while taking into account the interactions among them. The purpose of the research is to understand the applicability of dynamic capabilities at the individual and the firm level to the SME internationalization process in developing country context and to assess to what extent a firm’s asset position and individual level dynamic capabilities influence the generation of firm level dynamic capabilities in SMEs. First, the dynamic capabilities theory was theoretically linked to the internationalization phenomenon. The relationships among firm-level dynamic capabilities, individual-level dynamic capabilities (owner specific dynamic capabilities), and internationalization were identified. The research framework and hypotheses were developed and empirically tested with 197 SMEs. The findings established that owner-specific dynamic capabilities have a positive influence on both firm dynamic capabilities and internationalization, and firm dynamic capabilities positively influence internationalization. It was also found that the market assets position measured as perceptual environmental dynamism positively influenced firm dynamic capabilities but structural and reputational asset positions of SMEs did not influence generation of firm dynamic capabilities. Moreover, firm dynamic capabilities had a mediation effect in the relationship between owner-specific dynamic capabilities and internationalization. Theoretically, this confirms the relevance of dynamic capability theory to internationalization and the possibility of integrating existing internationalization theories. Entrepreneurs, SME managers, and policy-makers could gain valuable insights on how entrepreneur and firm capabilities lead to better international prospects from this outcome.

Exploring the Role of Individual Level and Firm Level Dynamic Capabilities in SMEs’ Internationalization

Purpose: Prior research has reported the indirect implications of firm's dynamic capabilities on their competitive firm performance. Our attention now turns to open innovation since it has been confirmed to be an influential factor contributing to the superior performance of technological firms. So far there has been little research on assessing the relationship between a firm's dynamic capabilities as an antecedent of the competitive performance of the firm or investigations into the mediating role of open innovation in this relationship. Design/methodology/approach: Drawing on the theory of dynamic capabilities, we developed a framework as a way to better understand the role of open innovation, which could then help to better explain the relationship between firms' dynamics capabilities and their competitive firm performance. Based on the empirical data of 465 firms operating in innovative and non-innovative industries, we employed structural equation modelling (SEM) to examine the research hypotheses and the path relationships in the proposed model. Findings: The SEM analysis revealed that a firm's dynamic capabilities significantly impact its open innovation performance and that open innovation, consequently, impacts the competitive performance of the firm. Moreover, the results show that the path between dynamic capabilities and competitive firm performance is partially mediated through open innovation. Practical implications: The findings provide practical implications and draw managerial attention to the importance of: (1) investing in innovation, (2) engaging customers in the innovation process and (3) maintaining innovation management excellence as significant antecedent factors in increasing competitive firm performance. Originality/value: Considering the lack of empirical research in the literature on the links between dynamic capabilities and open innovation, this paper contributes to the dynamic capabilities and open innovation literature by confirming that open innovation not only mediates the relationship between these two aspects but also strengthens the effect the dynamic capabilities have on competitive firm performance. Besides, due to the significant impact of dynamic capabilities on open innovation, dynamic capabilities might be regarded as an antecedent of open innovation.

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The nexus between dynamic capabilities and competitive firm performance: the mediating role of open innovation

5G technologies pose new challenges and provide opportunities, especially for industries like healthcare, where data and mobile remote communication play an important role in organizations’ ability to provide value-based services. Hospitals are therefore in need of innovating their business models to incorporate 5G-enabled opportunities. Our discussion highlights the mediating mechanisms by which dynamic capabilities and business models influence each other, clarifying what determines business-model innovation in an organizational setting. The premise of this research is that hospitals demonstrate emerging business model patterns that reflect a combination of their capabilities and the type of innovation involved. This paper develops a conceptual framework and presents four cases gathered from hospitals to unveil key ingredients of business models required for 5G-enabled healthcare services.

5G, Dynamic Capabilities and Business Models Innovation in Healthcare industry

Author(s): Pundziene, Asta; Teece, David J | Abstract: An introduction by the guest editors to the special issue on dynamic capabilities.

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New applications of dynamic capability research

Current dynamics of business environment and challenges that businesses are facing force firms to reorganize resources for becoming more effective at opportunity identification and exploitation. However, exploitation of new opportunities is often challenged by competency gap at the firm level. Often current level of competence of the firm does not meet the requirements coming with the new opportunities. In the literature on management science, learning is perceived as one of the greatest contributors in smooth and directed resource reconfiguration process. The outcome of learning is often linked to new knowledge and competencies that allow successful exploitation of identified opportunities within an external and internal business environment. Therefore, this paper aims to propose hypothetical model on how the successful implementation of new business opportunities is linked to multiple-loop organizational learning and closing of the competence gap of the firm. The aim is achieved by synergizing extant literature in the fields of dynamic capabilities, entrepreneurship and organizational learning. Critical analysis of relevant research leads to the development of a conceptual model explaining the process of how the firm is able to close the competence gap and assure successful opportunity exploitation within the firm. This results in the formation of the research questions for future empirical research. The study adds value to the existing literature by identifying the learning process that stimulates successful opportunity exploitation, drawing on the multiple-loop learning perspective, and applying dynamic capabilities framework.

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Dynamic Capabilities: Closing the Competence Gap in Order to Assure Exploitation of New Opportunities

Healthcare organizations are implementing digital healthcare solutions at a much slower rate than the advanced technologies are being developed. The pandemic has accelerated the use of digital healthcare technologies as the only secure way to provide access to healthcare services. However, the question of what capabilities are needed to continue and accelerate the use of digital healthcare solutions after the pandemic is over remains unanswered. Research still does not provide clear insights into what capabilities of healthcare providers contribute to value-based healthcare performance. A dynamic capabilities framework spotlights the significant role of value-capture capabilities in successfully adopting technological innovations. The aim of the study is to assess the effect of value-capturing capabilities of healthcare providers on value-based digital healthcare performance. To meet the aim of the study, we applied a quantitative research design. The results, based on the responses of 209 healthcare providers, offer empirical evidence that value-capture capabilities positively impact the patient experience, clinical outcome, economic and the doctor experience; therefore, value-capture capabilities have the potential to enhance value-based digital healthcare performance.

Asta Pundziene

Papers

The nexus between dynamic capabilities and competitive firm performance: the mediating role of open innovation

5G, Dynamic Capabilities and Business Models Innovation in Healthcare industry

New applications of dynamic capability research

Dynamic Capabilities: Closing the Competence Gap in Order to Assure Exploitation of New Opportunities

Value-capture capabilities in value-based digital healthcare performance