Information technology-enabled dynamic capabilities and their indirect effect on competitive performance: Findings from PLS-SEM and fsQCA

Despite the numerous observations that dynamic capabilities lie at the source of competitive advantage, we still have limited knowledge as to how access to firm-based resources and changes to these affect the development of dynamic capabilities. In this paper, we examine founder human capital, access to employee human capital, access to technological expertise, access to other specific expertise, and access to two types of tangible resources in a sample of new firms in Sweden. We empirically measure four dynamic capabilities and find that the nature and effect of resources employed in the development of these capabilities vary greatly. For the most part, there are positive effects stemming from access to particular resources. However, for some resources, such as access to employee human capital and access to financial capital, unexpected negative effects also appear. This study therefore provides statistical evidence as to the varying role of resources in capability development. Importantly, we also find that changes in resource bases have more influential roles in the development of dynamic capabilities than the resource stock variables that were measured at an earlier stage of firm development. This provides empirical support for the notion of treating the firm as a dynamic flow of resources as opposed to a static stock. This finding also highlights the importance of longitudinal designs in studies of dynamic capability development. Further recommendations for future empirical studies of dynamic capabilities are presented.

From resource base to dynamic capabilities : an investigation of new firms

We move the dynamic capabilities view (DCV) forward in two important ways by meta-analysing prior empirical studies. First, we evaluate the two core theoretical tenets of the DCV: (1) Dynamic capabilities are positively related to performance, and (2) this relationship is stronger in industries with higher levels of technological dynamism. We find support for the former (rc = 0.296) but not for the latter, though results suggest the existence of moderators. Second, we theorize and demonstrate empirically that higher-order dynamic capabilities are more strongly related to performance than lower-order dynamic capabilities, lower-order dynamic capabilities partially mediate the relationship between higher-order dynamic capabilities and performance, and dynamic capabilities contribute more to performance in developing economies than in developed economies. These findings illustrate how the nature of the dynamic capability and the economic context in which it is utilized shape its value, thus offering a more nuanced conceptualization of the dynamic capabilities-performance relationship. [ABSTRACT FROM AUTHOR]

Dynamic Capabilities and Organizational Performance: A Meta‐Analytic Evaluation and Extension

An expanded scope for supply chain management research is advocated, which accounts for the social function and the political and economic implications of supply chain developments. It is argued that the research agenda must not be driven by the notion of efficiency alone, but should also be developed around the concept of the just supply chain.

The scope of supply chain management research

Marketing innovations during a global crisis: A study of China firms' response to COVID-19.

Dynamic capabilities and firm performance in a financial crisis

The impact of firm-level and project-level it capabilities on CRM system quality and organizational productivity

The conceptual locus and functionality of key supplier management: A multi-dyadic qualitative study

Purpose




The article aims to further understanding of purchasing practices in post-outsourcing buyer–supplier relationships, and it provides a holistic approach and onceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management.




Design/methodology/approach




The research is based on an inductive-oriented case study. The data comprised 61 thematic interviews conducted at 17 buyer companies (electricity distribution companies), 11 service supplier companies and six third-party organizations. The case features a setting in which a growing number of electricity distribution companies have outsourced operational functions regarding network construction, maintenance and fault repair and purchased these services from service suppliers representing a developing service market.




Findings




The study explicates the role of purchasing as an element with the most impact on post-outsourcing buyer–supplier relationship outcomes and development. The performance of the buyer–supplier relationship either accelerates or inhibits the new service supplier’s entry to the field and motivates or demotivates the electricity distribution companies to outsource their activities. This mechanism links to the respective development of supplier markets and buyer industry transformation.




Originality/value




The focal study provides a holistic approach and conceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management. In particular, the study provides conceptual development on purchasing practices in post-outsourcing relationships and concrete managerial implications for dealing with such circumstances. The focal study includes case notes that facilitate using the study for teaching purposes.

“Shopping for Items” or “Partnering for Performance”? A framework of purchasing practices for value co-creation in post-outsourcing buyer–supplier relationships

Given the dominance of online platforms in attracting consumers and advertisers, online publishers are squeezed between declining traffic and advertising revenues from their website content. In turn, super platforms, the dominant content dissemination platforms, such as Google and Facebook, are monetizing online content at the expense of publishers by selling ad impressions in advertising auctions. In this work, we analyze publishers’ possibilities of forming a coalition and show that, under a set of assumptions, the optimal strategy for publishers is cooperation against a super platform rather than posting content on the super platform. Not choosing to publish on a super platform can yield the whole coalition more traffic, enabling some individual publishers to recoup the lost traffic. We further show that if the coalition does not forbid diversification, most publishers choose both coalition and super platform.

Rami Olkkonen

Papers

Dynamic capabilities and firm performance in a financial crisis

The impact of firm-level and project-level it capabilities on CRM system quality and organizational productivity

The conceptual locus and functionality of key supplier management: A multi-dyadic qualitative study

“Shopping for Items” or “Partnering for Performance”? A framework of purchasing practices for value co-creation in post-outsourcing buyer–supplier relationships

With or without super platforms? Analyzing online publishers’ strategies in the game of traffic