Dynamic capabilities and performance: strategy, structure and environment

Publisher:
Pergamon
Publication Type:
Journal Article
Citation:
Long Range Planning, 2013, 46 (1-2), pp. 72 - 96
Issue Date:
2013-01
Full metadata record
Files in This Item:
Filename Description Size
Thumbnail2011006233OK.pdf432.25 kB
Adobe PDF
Dynamic capabilities are widely considered to incorporate those processes that enable organizations to sustain superior performance over time. In this paper, we argue theoretically and demonstrate empirically that these effects are contingent on organizational structure and the competitive intensity in the market. Results from partial least square structural equation modeling (PLS-SEM) analyses indicate that organic organizational structures facilitate the impact of dynamic capabilities on organizational performance. Furthermore, we find that the performance effects of dynamic capabilities are contingent on the competitive intensity faced by firms. Our findings demonstrate the performance effects of internal alignment between organizational structure and dynamic capabilities, as well as the external fit of dynamic capabilities with competitive intensity. We outline the advantages of PLS-SEM for modeling latent constructs, such as dynamic capabilities, and conclude with managerial implications.
Please use this identifier to cite or link to this item: