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

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
Full metadata record
Files in This Item:
Filename Description Size
Thumbnail2008008675.pdf145.97 kB
Adobe PDF
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.
Please use this identifier to cite or link to this item: