Dynamic capabilities and performance: strategy, structure and environment

Wilden, RM; Gudergan, S; Nielsen, BB; Lings, IN

Dynamic capabilities and performance: strategy, structure and environment

Wilden, RM Gudergan, S Nielsen, BB Lings, IN

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Publisher:: Pergamon
Publication Type:: Journal Article
Citation:: Long Range Planning, 2013, 46 (1-2), pp. 72 - 96
Issue Date:: 2013-01

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Field	Value	Language
dc.contributor.author	Wilden, RM	en_US
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Nielsen, BB	en_US
dc.contributor.author	Lings, IN	en_US
dc.date.issued	2013-01	en_US
dc.identifier.citation	Long Range Planning, 2013, 46 (1-2), pp. 72 - 96	en_US
dc.identifier.issn	0024-6301	en_US
dc.identifier.uri	http://hdl.handle.net/10453/23456
dc.description.abstract	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.	en_US
dc.publisher	Pergamon	en_US
dc.relation.ispartof	Long Range Planning	en_US
dc.relation.isbasedon	10.1016/j.lrp.2012.12.001	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Dynamic capabilities and performance: strategy, structure and environment	en_US
dc.type	Journal Article
utslib.citation.volume	1-2	en_US
utslib.citation.volume	46	en_US
utslib.for	1505 Marketing	en_US
utslib.for	1503 Business and Management	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	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	1-2	en_US
pubs.volume	46	en_US

Abstract:

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.

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http://hdl.handle.net/10453/23456