The effects of sensing and seizing of market opportunities and reconfiguring activities on the organisational resource base

Wilden, RM; Gudergan, S; Lings, IN

The effects of sensing and seizing of market opportunities and reconfiguring activities on the organisational resource base

Wilden, RM Gudergan, S Lings, IN

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Publisher:: Department of Marketing, Monash University
Publication Type:: Conference Proceeding
Citation:: ANZMAC (Australian and New Zealand Marketing Academy) Conference, 2009, pp. 1 - 10
Issue Date:: 2009-01

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Field	Value	Language
dc.contributor.author	Wilden, RM	en_US
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Lings, IN	en_US
dc.contributor.editor	Tojib, D	en_US
dc.date	2009-11-30	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	ANZMAC (Australian and New Zealand Marketing Academy) Conference, 2009, pp. 1 - 10	en_US
dc.identifier.isbn	1-86308-158-5	en_US
dc.identifier.uri	http://hdl.handle.net/10453/11416
dc.description.abstract	This study has important implications for marketing theory and practice. In an era of turbulent market environments, the organisational ability to sense and seize market opportunities and to reconfigure the resource base accordingly, has significant effects on performance. This paper uses a dynamic capability framework to explain more explicitly the intricacies of the relationship between sensing and seizing of market opportunities and reconfiguring the resource base (i.e. dynamic capabilities) and the resource base. We investigate how the attributes of dynamic capability deployment, timing, frequency and speed, influence the resource base. We test the proposed framework using survey data from 228 large organisations. Findings show that the timing and frequency of dynamic capability deployment have significant effects on the resource base.	en_US
dc.publisher	Department of Marketing, Monash University	en_US
dc.relation.ispartof	ANZMAC (Australian and New Zealand Marketing Academy) Conference	en_US
dc.relation.ispartof	Australian and New Zealand Marketing Academy Conference	en_US
dc.title	The effects of sensing and seizing of market opportunities and reconfiguring activities on the organisational resource base	en_US
dc.type	Conference Proceeding
utslib.location	Melbourne, Australia	en_US
utslib.location.activity	Melbourne, Australia	en_US
utslib.for	150503 Marketing Management (incl. Strategy and Customer Relations)	en_US
dc.location.activity	Melbourne, Australia	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Melbourne, Australia	en_US
pubs.start-date	2009-11-30	en_US

Abstract:

This study has important implications for marketing theory and practice. In an era of turbulent market environments, the organisational ability to sense and seize market opportunities and to reconfigure the resource base accordingly, has significant effects on performance. This paper uses a dynamic capability framework to explain more explicitly the intricacies of the relationship between sensing and seizing of market opportunities and reconfiguring the resource base (i.e. dynamic capabilities) and the resource base. We investigate how the attributes of dynamic capability deployment, timing, frequency and speed, influence the resource base. We test the proposed framework using survey data from 228 large organisations. Findings show that the timing and frequency of dynamic capability deployment have significant effects on the resource base.

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http://hdl.handle.net/10453/11416