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2016•Academy of Management ProceedingsRequires access

On the Dynamic Capability Bundles Behind Operations and Research & Development

Till von den Driesch, David Bendig

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Abstract

Despite its predominance in the strategic management literature, it is still a matter of dispute how exactly dynamic capabilities influence firm performance. This paper investigates the role of dynamic bundles that consist of dynamic and ordinary capabilities. Insights are drawn based on empirical data from 191 top management key informants in a cross-industry sample from two different domains of the firm: operations and research and development. The results indicate that the performance effects of both dynamic capabilities are mediated by the complementary ordinary capabilities.

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What this paper is about

Despite its predominance in the strategic management literature, it is still a matter of dispute how exactly dynamic capabilities influence firm performance. This paper investigates the role of dynamic bundles that consist of dynamic and ordinary capabilities. Insights are drawn based on empirical data from 191 top management key informants in a cross-industry sample from two different domains of the firm: operations and research and development. The results indicate that the performance effects of both dynamic capabilities are mediated by the complementary ordinary capabilities.

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Available abstract

Despite its predominance in the strategic management literature, it is still a matter of dispute how exactly dynamic capabilities influence firm performance. This paper investigates the role of dynamic bundles that consist of dynamic and ordinary capabilities. Insights are drawn based on empirical data from 191 top management key informants in a cross-industry sample from two different domains of the firm: operations and research and development. The results indicate that the performance effects of both dynamic capabilities are mediated by the complementary ordinary capabilities.

Key concepts: Dynamic capabilities, Sample (material), Key (lock), Business, Process management, Computer science, Industrial organization, Empirical research

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