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While real estate owners play a significant role in advancing digitalization and sustainability within the sector, there's limited understanding of their innovation processes. This article aims to increase understanding on the innovation processes and dynamic capabilities in real estate owner organizations. The article examines a longitudinal case study within a prominent Swedish real estate owner known for significant investments in smart building technologies. Despite these investments, practical benefits face hurdles, reflecting broader challenges in real estate sector digitalization projects. These obstacles include top-down innovation focus, limited cross-functional and user-centric innovation, innovation process discontinuities, ambiguous innovator roles, hierarchical communication, resource constraints, and uncertainties in technology implementation. The study emphasizes the inclusion of diverse perspectives in innovation processes and suggests further research on organizational and user-centric aspects. It contributes to real estate and facility management literature by proposing potential solutions to innovation processes, offering valuable insights for industry practitioners and researchers alike., QC 20240424

This study empirically examines the role of enterprise risk management (ERM) in developing and maintaining resilience resources and capabilities that are necessary for an organisation’s strategic transformation towards sustainability. Data was collected through 25 semi-structured interviews, one non-participant observation, and secondary sources in the context of a Swedish mining company undergoing a high-risk strategic transformation towards full decarbonisation. Following the temporal bracketing approach (Langley in Academy of Management Review 24:691–70, 1999) and employing thematic analysis (Gioia in Organizational Research Methods 16:15–31), the data was structured and analysed according to three phases from 2012 to 2023. The findings show: first, different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience resources and capabilities. Second, the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the company’s strategy. Third, in tandem with strategic changes, resilience in terms of resources and capabilities emerges over time and develops through a series of events, gradually enhancing the company’s ability to manage risks and uncertainties associated with multidimensional sustainability challenges. These results contribute to the ERM literature that follows the dynamic capability approach and also focuses on the relationship between ERM and strategy by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Additionally, the results contribute to the resilience literature that follows a developmental perspective.

While real estate owners play a significant role in advancing digitalization and sustainability within the sector, there's limited understanding of their innovation processes. This article aims to increase understanding on the innovation processes and dynamic capabilities in real estate owner organizations. The article examines a longitudinal case study within a prominent Swedish real estate owner known for significant investments in smart building technologies. Despite these investments, practical benefits face hurdles, reflecting broader challenges in real estate sector digitalization projects. These obstacles include top-down innovation focus, limited cross-functional and user-centric innovation, innovation process discontinuities, ambiguous innovator roles, hierarchical communication, resource constraints, and uncertainties in technology implementation. The study emphasizes the inclusion of diverse perspectives in innovation processes and suggests further research on organizational and user-centric aspects. It contributes to real estate and facility management literature by proposing potential solutions to innovation processes, offering valuable insights for industry practitioners and researchers alike., QC 20240424

This study empirically examines the role of enterprise risk management (ERM) in developing and maintaining resilience resources and capabilities that are necessary for an organisation’s strategic transformation towards sustainability. Data was collected through 25 semi-structured interviews, one non-participant observation, and secondary sources in the context of a Swedish mining company undergoing a high-risk strategic transformation towards full decarbonisation. Following the temporal bracketing approach (Langley in Academy of Management Review 24:691–70, 1999) and employing thematic analysis (Gioia in Organizational Research Methods 16:15–31), the data was structured and analysed according to three phases from 2012 to 2023. The findings show: first, different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience resources and capabilities. Second, the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the company’s strategy. Third, in tandem with strategic changes, resilience in terms of resources and capabilities emerges over time and develops through a series of events, gradually enhancing the company’s ability to manage risks and uncertainties associated with multidimensional sustainability challenges. These results contribute to the ERM literature that follows the dynamic capability approach and also focuses on the relationship between ERM and strategy by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Additionally, the results contribute to the resilience literature that follows a developmental perspective.

This doctoral thesis is based on a longitudinal single-case study conducted over five years within a product development context at a manufacturing company. In dynamic environments that demand flexibility and adaptability, it is essential to understand how organizations can improve dynamic capabilities to remain viable and competitive during periods of turbulence and change. This challenge is especially central to product development organizations offering customer-specific products as it tends to increase organizational complexity. An excessive focus on internal coordination and control to manage this complexity has led to inertia due to establishment of strict, rigid processes and hierarchical bureaucracies within organizational management and design. This study aims to contribute with new knowledge on how organizations operating in dynamic contexts can develop adaptability to changing needs. Specifically, it seeks to understand how to design and manage organizations to increase their preparedness for and adaptability to change. Investigating the factors and mechanisms that influence an organization's dynamic capability can provide insights into the sources of inertia and support the transition toward a more dynamic structure. The longitudinal study is based on data collected through an initial interview study followed by a questionnaire study, and finally through a concluding interview study. The research has been phenomenon-driven; as the organization’s circumstances have evolved, the focus of the study has shifted accordingly. Emerging from the aggregated results of the longitudinal study, the overall scope of the research is the change process, transitioning from a rigid to a more dynamic organization. Research findings are presented in five appended papers. Analysis from literature studies and the empirical study show that the primary focus on improving performance often centers on internal efficiency. However, within the case company, tension arose between t

While real estate owners play a significant role in advancing digitalization and sustainability within the sector, there's limited understanding of their innovation processes. This article aims to increase understanding on the innovation processes and dynamic capabilities in real estate owner organizations. The article examines a longitudinal case study within a prominent Swedish real estate owner known for significant investments in smart building technologies. Despite these investments, practical benefits face hurdles, reflecting broader challenges in real estate sector digitalization projects. These obstacles include top-down innovation focus, limited cross-functional and user-centric innovation, innovation process discontinuities, ambiguous innovator roles, hierarchical communication, resource constraints, and uncertainties in technology implementation. The study emphasizes the inclusion of diverse perspectives in innovation processes and suggests further research on organizational and user-centric aspects. It contributes to real estate and facility management literature by proposing potential solutions to innovation processes, offering valuable insights for industry practitioners and researchers alike., QC 20240424

This study empirically examines the role of enterprise risk management (ERM) in developing and maintaining resilience resources and capabilities that are necessary for an organisation’s strategic transformation towards sustainability. Data was collected through 25 semi-structured interviews, one non-participant observation, and secondary sources in the context of a Swedish mining company undergoing a high-risk strategic transformation towards full decarbonisation. Following the temporal bracketing approach (Langley in Academy of Management Review 24:691–70, 1999) and employing thematic analysis (Gioia in Organizational Research Methods 16:15–31), the data was structured and analysed according to three phases from 2012 to 2023. The findings show: first, different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience resources and capabilities. Second, the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the company’s strategy. Third, in tandem with strategic changes, resilience in terms of resources and capabilities emerges over time and develops through a series of events, gradually enhancing the company’s ability to manage risks and uncertainties associated with multidimensional sustainability challenges. These results contribute to the ERM literature that follows the dynamic capability approach and also focuses on the relationship between ERM and strategy by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Additionally, the results contribute to the resilience literature that follows a developmental perspective.

This study empirically examines the role of enterprise risk management (ERM) in developing and maintaining resilience resources and capabilities that are necessary for an organisation’s strategic transformation towards sustainability. Data was collected through 25 semi-structured interviews, one non-participant observation, and secondary sources in the context of a Swedish mining company undergoing a high-risk strategic transformation towards full decarbonisation. Following the temporal bracketing approach (Langley in Academy of Management Review 24:691–70, 1999) and employing thematic analysis (Gioia in Organizational Research Methods 16:15–31), the data was structured and analysed according to three phases from 2012 to 2023. The findings show: first, different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience resources and capabilities. Second, the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the company’s strategy. Third, in tandem with strategic changes, resilience in terms of resources and capabilities emerges over time and develops through a series of events, gradually enhancing the company’s ability to manage risks and uncertainties associated with multidimensional sustainability challenges. These results contribute to the ERM literature that follows the dynamic capability approach and also focuses on the relationship between ERM and strategy by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Additionally, the results contribute to the resilience literature that follows a developmental perspective.

While real estate owners play a significant role in advancing digitalization and sustainability within the sector, there's limited understanding of their innovation processes. This article aims to increase understanding on the innovation processes and dynamic capabilities in real estate owner organizations. The article examines a longitudinal case study within a prominent Swedish real estate owner known for significant investments in smart building technologies. Despite these investments, practical benefits face hurdles, reflecting broader challenges in real estate sector digitalization projects. These obstacles include top-down innovation focus, limited cross-functional and user-centric innovation, innovation process discontinuities, ambiguous innovator roles, hierarchical communication, resource constraints, and uncertainties in technology implementation. The study emphasizes the inclusion of diverse perspectives in innovation processes and suggests further research on organizational and user-centric aspects. It contributes to real estate and facility management literature by proposing potential solutions to innovation processes, offering valuable insights for industry practitioners and researchers alike., QC 20240424

This doctoral thesis is based on a longitudinal single-case study conducted over five years within a product development context at a manufacturing company. In dynamic environments that demand flexibility and adaptability, it is essential to understand how organizations can improve dynamic capabilities to remain viable and competitive during periods of turbulence and change. This challenge is especially central to product development organizations offering customer-specific products as it tends to increase organizational complexity. An excessive focus on internal coordination and control to manage this complexity has led to inertia due to establishment of strict, rigid processes and hierarchical bureaucracies within organizational management and design. This study aims to contribute with new knowledge on how organizations operating in dynamic contexts can develop adaptability to changing needs. Specifically, it seeks to understand how to design and manage organizations to increase their preparedness for and adaptability to change. Investigating the factors and mechanisms that influence an organization's dynamic capability can provide insights into the sources of inertia and support the transition toward a more dynamic structure. The longitudinal study is based on data collected through an initial interview study followed by a questionnaire study, and finally through a concluding interview study. The research has been phenomenon-driven; as the organization’s circumstances have evolved, the focus of the study has shifted accordingly. Emerging from the aggregated results of the longitudinal study, the overall scope of the research is the change process, transitioning from a rigid to a more dynamic organization. Research findings are presented in five appended papers. Analysis from literature studies and the empirical study show that the primary focus on improving performance often centers on internal efficiency. However, within the case company, tension arose between t

This doctoral thesis is based on a longitudinal single-case study conducted over five years within a product development context at a manufacturing company. In dynamic environments that demand flexibility and adaptability, it is essential to understand how organizations can improve dynamic capabilities to remain viable and competitive during periods of turbulence and change. This challenge is especially central to product development organizations offering customer-specific products as it tends to increase organizational complexity. An excessive focus on internal coordination and control to manage this complexity has led to inertia due to establishment of strict, rigid processes and hierarchical bureaucracies within organizational management and design. This study aims to contribute with new knowledge on how organizations operating in dynamic contexts can develop adaptability to changing needs. Specifically, it seeks to understand how to design and manage organizations to increase their preparedness for and adaptability to change. Investigating the factors and mechanisms that influence an organization's dynamic capability can provide insights into the sources of inertia and support the transition toward a more dynamic structure. The longitudinal study is based on data collected through an initial interview study followed by a questionnaire study, and finally through a concluding interview study. The research has been phenomenon-driven; as the organization’s circumstances have evolved, the focus of the study has shifted accordingly. Emerging from the aggregated results of the longitudinal study, the overall scope of the research is the change process, transitioning from a rigid to a more dynamic organization. Research findings are presented in five appended papers. Analysis from literature studies and the empirical study show that the primary focus on improving performance often centers on internal efficiency. However, within the case company, tension arose between t

This study empirically examines the role of enterprise risk management (ERM) in developing and maintaining resilience resources and capabilities that are necessary for an organisation’s strategic transformation towards sustainability. Data was collected through 25 semi-structured interviews, one non-participant observation, and secondary sources in the context of a Swedish mining company undergoing a high-risk strategic transformation towards full decarbonisation. Following the temporal bracketing approach (Langley in Academy of Management Review 24:691–70, 1999) and employing thematic analysis (Gioia in Organizational Research Methods 16:15–31), the data was structured and analysed according to three phases from 2012 to 2023. The findings show: first, different ERM practices, such as risk governance frameworks, risk culture, risk artefacts, and risk awareness, influence resilience resources and capabilities. Second, the evolution of risk management practices from traditional risk management to ERM is an ongoing developmental process to ensure that risk management continues to be aligned with the company’s strategy. Third, in tandem with strategic changes, resilience in terms of resources and capabilities emerges over time and develops through a series of events, gradually enhancing the company’s ability to manage risks and uncertainties associated with multidimensional sustainability challenges. These results contribute to the ERM literature that follows the dynamic capability approach and also focuses on the relationship between ERM and strategy by adding more detailed empirical evidence from the risk management literature in relation to resilience resources and capabilities. Additionally, the results contribute to the resilience literature that follows a developmental perspective.

While real estate owners play a significant role in advancing digitalization and sustainability within the sector, there's limited understanding of their innovation processes. This article aims to increase understanding on the innovation processes and dynamic capabilities in real estate owner organizations. The article examines a longitudinal case study within a prominent Swedish real estate owner known for significant investments in smart building technologies. Despite these investments, practical benefits face hurdles, reflecting broader challenges in real estate sector digitalization projects. These obstacles include top-down innovation focus, limited cross-functional and user-centric innovation, innovation process discontinuities, ambiguous innovator roles, hierarchical communication, resource constraints, and uncertainties in technology implementation. The study emphasizes the inclusion of diverse perspectives in innovation processes and suggests further research on organizational and user-centric aspects. It contributes to real estate and facility management literature by proposing potential solutions to innovation processes, offering valuable insights for industry practitioners and researchers alike., QC 20240424

Over the last two years, industrial companies have faced unexpected global crises whilst simultaneously they are going through a transformation process with the aim of increasing renewable energy usage. To maintain competitiveness in a changing business environment, dynamic capabilities are needed in supply chain resilience (SCRes) management to proactively identify threats, respond agilely and implement change. This study aimed to identify what kinds of dynamic capabilities and microfoundations are needed in SCRes management in the energy industry. The research was conducted at Finnish energy industry companies. Research data from 19 semi-structured interviews were analysed according to the analysis framework of sensing, learning, integrating and coordinating. Eight microfoundations in the energy industry were identified. From those network collaboration, open communication and knowledge sharing, systematic supplier relationship management (SRM) and leadership were identified as key microfoundations for dynamic capabilities that affect sensing, learning, integrating and coordinating., Validerad;2024;Nivå 1;2024-01-05 (hanlid);Funder: Finnish Work Environment Fund (210231);Full text license: CC BY-NC

Over the last two years, industrial companies have faced unexpected global crises whilst simultaneously they are going through a transformation process with the aim of increasing renewable energy usage. To maintain competitiveness in a changing business environment, dynamic capabilities are needed in supply chain resilience (SCRes) management to proactively identify threats, respond agilely and implement change. This study aimed to identify what kinds of dynamic capabilities and microfoundations are needed in SCRes management in the energy industry. The research was conducted at Finnish energy industry companies. Research data from 19 semi-structured interviews were analysed according to the analysis framework of sensing, learning, integrating and coordinating. Eight microfoundations in the energy industry were identified. From those network collaboration, open communication and knowledge sharing, systematic supplier relationship management (SRM) and leadership were identified as key microfoundations for dynamic capabilities that affect sensing, learning, integrating and coordinating., Validerad;2024;Nivå 1;2024-01-05 (hanlid);Funder: Finnish Work Environment Fund (210231);Full text license: CC BY-NC

The use of life cycle-based assessment has been defined a crucial microfoundation to implement circular business models from a dynamic capabilities perspective. Through a case study of a multi-national packaging corporation in the plastics sector, the application of an industry-developed circularity assessment, the Circular Transition Indicators (CTI), is analysed in two manufacturing locations (Italy and China). The aim is to identify how this life cycle-based assessment can amplify the company's capability to sense, seize and reconfigure its resources. Data were collected from a company placement, interviews, and sustainability reports. The CTI mainly contributed to the sensing microfoundations concerning the company's life cycle-based perspective and the use of environmental management tools. It also proved to complement existing life cycle-based approaches because it does not identify sustainability impacts, but only captures material flows. Furthermore, the results showed how the CTI implementation benefitted from existing microfoundations, such as the strategic collaboration with knowledge partners and previously collected sustainability and process efficiency data. Finally, it was also discussed for which microfoundations the CTI results could be most useful: to improve internal resource management processes and to support external circularity pledges. This paper contributes an empirical example to connect dynamic capabilities with life cycle management literature in a circular economy context.

This article presents the results of a descriptive bibliometric study aimed at identifying research published between 2018 and March 2023, available in the Scopus database, related to the topic of dynamic innovation capability. The purpose was to conduct a bibliometric analysis for the research project titled "Managerial Skills, Dynamic Innovation Capability, and Organizational Performance of SMEs in the Caquetá Department." Various documents were analyzed using search criteria such as keywords, areas of knowledge, countries, authors, and publication years, along with data analysis and co-occurrence analysis using the VOS Viewer tool. The results suggest a broad field of study and publication about dynamic innovation capability, with a stronger emphasis on business, management, and accounting areas. These publications have increased during the selected years for the development of the bibliometric analysis in countries like China, the United States, the United Kingdom, and Latin American countries such as Colombia, Mexico, Argentina, Chile, Ecuador, and Peru., Este artigo apresenta os resultados de um estudo bibliométrico descritivo com o objetivo de identificar pesquisas publicadas entre 2018 e março de 2023, disponíveis na base de dados Scopus, relacionadas ao tema da capacidade dinâmica de inovação. O propósito foi conduzir uma análise bibliométrica para o projeto de pesquisa intitulado "Habilidades Gerenciais, Capacidade Dinâmica de Inovação e Desempenho Organizacional de PMEs no Departamento de Caquetá". Diversos documentos foram analisados utilizando critérios de busca como palavras-chave, áreas de conhecimento, países, autores e anos de publicação, juntamente com análise de dados e análise de co-ocorrência usando a ferramenta VOS Viewer. Os resultados sugerem um amplo campo de estudo e publicação sobre a capacidade dinâmica de inovação, com uma ênfase mais forte em áreas de negócios, gestão e contabilidade. Essas publicações aumentaram durante os anos selecionados para o desenvolvimento da análise bibliométrica em países como China, Estados Unidos, Reino Unido e países latino-americanos como Colômbia, México, Argentina, Chile, Equador e Peru., En este artículo se presentan los resultados de un estudio bibliométrico descriptivo dirigido a identificar investigaciones publicadas entre 2018 y marzo del 2023, disponibles en la base de datos Scopus, relacionadas con el tema de capacidad dinámica de innovación. El propósito fue realizar un análisis bibliométrico como parte del proyecto de investigación denominado “Habilidades gerenciales, capacidad dinámica de innovación y desempeño organizacional de las Mipymes del departamento del Caquetá”. Se analizaron diversos documentos con elementos de búsqueda a partir de palabras clave, áreas de conocimiento, países, autores y años de publicación con un análisis de datos y análisis de coocurrencia usando la herramienta VOS Viewer. Los resultados sugieren un amplio campo de estudio y publicación sobre la temática de capacidad dinámica de innovación, aplicada con mayor fuerza en áreas negocios, gestión y contabilidad. Estas publicaciones han aumentado durante los años de selección para el desarrollo del análisis bibliométrico, en países como China, Estados Unidos, Reino Unido, y países latinoamericanos como Colombia, México, Argentina, Chile, Ecuador y Perú.

This thesis utilizes the upper echelon theory, and dynamic capability view of the firm, to address the impact of dynamic managerial capabilities (i.e., managerial human capital, managerial social capital, and managerial cognition) on response strategies to disruptive innovation (i.e., adaptive, and defiant resistant response strategies) in established professional service firms operating in the Emirate of Dubai. Additionally, it tested the impact of individual and organizational unlearning as serial mediators, and managerial discretion as a moderator, on the above-mentioned relation. Adopting a philosophy inclined to positivism, this deductive and quantitative investigation followed a survey strategy, and employed questionnaire as a data collection tool. The questionnaire was established based on adopted measures from previous literature, pre-tested and piloted, before final data collection commenced to its total count of (491) responses. Utilizing (IBM-SPSS 26.0) and (IBM- Amos 23.0), data were analyzed through covariance-based structural equation modelling technique (SEM). The findings of this investigation revealed interesting, and somehow unexpected insights. Contrary to the expectations, managerial human capital indicators (i.e., experience, education, and training) failed to predict for any of the identified response strategies. However, managerial social capital indicators (i.e., social capital from relations with government and community leaders, and social capital from relations with top managers at other business firms) had contrasting results. While the first indicator was expected to predict adaptive response strategies, it did not. Rather, it predicted for defiant resistant strategy. The second indicator successfully predicted the adaptive response strategy, as hypothesized. Finally, managerial cognition indicators (opportunity, and threat cognitive perceptions) played their hypothesized role in relation to response strategies, where opportunity cogniti

Big data-driven innovation gains momentum in the developing world by tackling grand challenges and making a pronounced and lasting impact. However, research has still not answered the key question regarding the dimensions of big poverty data analytics (BPDA) capabilities for creative service offerings nor their effects on economic and social outcomes. This study fills this gap by conducting a two-phase Delphi study and two rounds of surveys focusing on a globally leading microcredit institute in a developing country. The study conceptualizes management (analytics climate, cross-functional integration), platform (technology and data), and talent (pattern spotting and market ambidexterity) capabilities as the dimensions of BPDA capability. It further investigates creative service offerings (meaningfulness and novelty) as the mediator between BPDA—new service performance (economic outcome from the firm’s end) as well as BPDA—quality of life (social outcome from consumer’s end). Our research advances, first, the microfoundational view of dynamic capability (DC) theory in the emerging data-driven innovation paradigm by specifically identifying the complementary and co-specialization attributes of six microfoundations (i.e., analytics climate, cross-functional integration, data, technology, pattern spotting, and ambidexterity). In addition to DC, our study extends social innovation literature by establishing the connection between the instrument (BPDA capability) and outcome view (quality of life) of social innovation to tackle grand challenges in the developing world. Finally, our study extends creativity theory by introducing creative service offerings as a mediator and highlighting its role in the novel and meaningful solutions to social problems. Overall, this study is a pioneer in conceptualizing and empirically validating a research model that uncovers the potentially complex nuances between BPDA capability-creative offerings and innovation outcomes to tack

Purpose: The purpose of this study was to determine how the variables of supply chain performance, performance of medical personnel, and occupancy overload affect operating performance moderated by dynamic capability variables. In a case study of public health center in Indonesia. Design/methodology/approach: This study uses the SEM-PLS quantitative method to analyze the questionnaire data obtained from 112 respondents consisting of medical administrators, nurses, and doctors. Validity and reliability tests were also used to ensure that the data were normally distributed and reliable. Findings: This study found that the supply chain performance variable and the performance of medical personnel had a positive effect on the operational performance of the public health center either through moderating the dynamic capability variable or not. Meanwhile, occupancy overload was found to have a negative effect on the operational performance of the public health center. And the moderating of the dynamic capability variable is only able to reduce its negative impact. Research limitations/implications: This study covers only a small number of public health center in Indonesia, so it is quite difficult to produce generalizable findings. This study also did not involve other internal and external variables that could potentially affect the operational performance of the public health center. Practical implications: The findings of this study can be a suggestion for the government and the management of the public health center to pay more attention to the variables that affect the operational performance of the public health center. Variables that have a positive impact should be increased and variables that have a negative impact should be mitigated. Social implications: Health centers that have effective and efficient operating management will be able to maximize the performance of patient services armed with available resources. The findings of this study can help the public h, Peer Reviewed

Purpose: This study aims to analyze the effect of dynamic capability dimensions on sustainability and ambidexterity. Furthermore, this study also analyzes the mediating role of ambidexterity to influence sensing, seizing and reconfiguring capabilities in building firm sustainability. Theoretical framework: There are inconsistencies in previous research related to the effect of dynamic capability. Some recent literatures emphasize the important role of dynamic capability in increasing company sustainability including Li et al. (2019), Dangelico et al. (2017), Chowdhury & Quaddus, (2021). However, in some cases, capability does not have a strong influence on sustainability (Hong et al: 2018, Borahima et al. 2021). This study seeks to analyze further and find a better model. Design/methodology/approach: This study is a quantitative study with a research population that includes employees, managers, and start-up owners in Yogyakarta. From the population, 250 respondents were taken as research samples. The analysis was carried out using the structural equation model method using AMOS software. Findings: The results found that sensing capability had no effect on sustainability and ambidexterity. In other side, seizing and reconfiguring capability influence sustainability and ambidexterity. Furthermore, this study found that ambidexterity was not able to mediate sensing capability on sustainability. Meanwhile, ambidexterity has been proven to mediate each effect of seizing and reconfiguring capability on sustainability. Research, Practical & Social implications: This research emphasizes on managers and entrepreneurs that dynamic capability and ambidexterity have an important role in growing sustainability. Future studies may consider to elaborate further on the role of dynamic capability and ambidexterity both from the aspect of moderating influence and the wider research object aspect. Originality/value: The results indicate that dynamic capability’s factors es

Objective: This study aims to identify the dynamic capabilities (DC) that have been owned by the company and find new measurements of DC instruments for financing companies.  Dynamic capability is needed to react quickly to the dynamics of the industrial environment, survive in competition and be sustainable. Research Design & Methods: This study utilized a quantitative approach. The search for factor values of each DC was conducted through 32 questionnaire questions given to 55 branch business managers. KMO and Bartlett's test and rotated component matrix test were conducted to prove that the factors are interrelated, with the limitation of average value as the main factor determinant. Findings: Sustainability, innovation, and dynamic factors are important capabilities for multi-finance companies that need to be strengthened and developed. Implications & Recommendations: The concept of DC sensing, seizing, and reconfiguring is closely related to the capabilities of strategic human resource development (SHRD) which is the most important asset. In the future, research can be conducted again on how strong the relationship between SHRD dynamic capabilities and existing DC factors is in achieving company sustainability. Contribution & Value Added: Organizations can survive in fierce competition if they know their DC as their competitive advantage. However, not many companies know how to measure their DC against their dynamic industry, this study will provide examples of the instruments needed.

In times of unprecedented change related to the ongoing digital transformation of business and society at large, a pressing contemporary management challenge is recognizing and translating these changes into digital business model innovation (DBMI). Academia potentially has much to offer in aiding this managerial challenge, yet research in the field remains vague with regard to what DBMI is. We detect conceptual ambiguity among scholars as a bottleneck that prevents advancements in the field of DBMI research. In this article, we aim to trace the foundation of key attributes of the DBMI concept and propose a novel definition. Our insights are based on a targeted, state-of-the-art literature review of 57 publications. We conclude with an exploration of avenues for future research, which we closely link to the broader fields of strategic management, information systems, and organization studies, thereby exposing the issue of DBMI to a wider audience. Overall, we aim to make a significant step toward construct clarity in DBMI research.

Objective: This study aims to identify the dynamic capabilities (DC) that have been owned by the company and find new measurements of DC instruments for financing companies.  Dynamic capability is needed to react quickly to the dynamics of the industrial environment, survive in competition and be sustainable. Research Design & Methods: This study utilized a quantitative approach. The search for factor values of each DC was conducted through 32 questionnaire questions given to 55 branch business managers. KMO and Bartlett's test and rotated component matrix test were conducted to prove that the factors are interrelated, with the limitation of average value as the main factor determinant. Findings: Sustainability, innovation, and dynamic factors are important capabilities for multi-finance companies that need to be strengthened and developed. Implications & Recommendations: The concept of DC sensing, seizing, and reconfiguring is closely related to the capabilities of strategic human resource development (SHRD) which is the most important asset. In the future, research can be conducted again on how strong the relationship between SHRD dynamic capabilities and existing DC factors is in achieving company sustainability. Contribution & Value Added: Organizations can survive in fierce competition if they know their DC as their competitive advantage. However, not many companies know how to measure their DC against their dynamic industry, this study will provide examples of the instruments needed.

Purpose: To investigate the role of dynamic capabilities in the Internationalization of born global firms from developing countries in Africa. Design approach/Methods: The study employed a qualitative research method with a multiple case research design. Four born global firms from two developing countries in Africa were analyzed. Verification strategies were utilized to enhance the validity and reliability of the research findings. Originality: Most of the previous research on the role of dynamic capabilities in the Internationalization of firms has attempted to operationalize empirical findings either with a single case study or multiple case studies of firms from developed countries, or multiple case studies of firms from the same sector or country. Therefore, as a reason for these paucities, this paper exists to investigate the role of dynamic capability in the Internationalization of born global from developing countries in Africa. Findings: The dynamic capability is the critical reason why and how firms stay competitive.The study found out that born globals from developing countries hire external consultants, conduct competitor analysis, utilized their local and international networks and conducts comprehensive market analysis to effectively sense market opportunities. Additionally, the firms invested substantial amounts in staff skills development, new product development, and new market development to seize opportunities. Besides, some of the firms capitalized on remote working systems, digital marketing and hiring of employees with prior international experience to effectively seize market opportunities. With regards to reconfiguring resources, all the firms utilized partnerships with leading multinational companies as a means of reconfiguring its resources to address the weaknesses within the company. To transform as an organization as well as to manage risks, most of the firms engaged in proactive decision making, diversification, utilized digi

Theories of business relationships and networks suggest that a firm's relationships with other organizations matter for its performance and survival (Hakansson & Snehota, 1995). Inspired by business relationship and network perspectives, we expand Teece's (2007) dynamic capabilities model and develop an interactive dynamic capabilities framework with three pairs of capabilities: sensing and being sensed, seizing and being seized, and reconfiguring and being reconfigured. Conducting process data analysis of two cases, we shed light on how firms can change and enhance their business performance through the three pairs of interactive dynamic capabilities. The framework adds to the theory of dynamic capabilities by conceptualizing how they can operate across firm boundaries, in inter-organizational relationships, networks or ecosystems populated by many organizations involved actively, and interactively, in sensing, seizing and reconfiguring themselves and each other., QC 20230403

Purpose: To investigate the role of dynamic capabilities in the Internationalization of born global firms from developing countries in Africa. Design approach/Methods: The study employed a qualitative research method with a multiple case research design. Four born global firms from two developing countries in Africa were analyzed. Verification strategies were utilized to enhance the validity and reliability of the research findings. Originality: Most of the previous research on the role of dynamic capabilities in the Internationalization of firms has attempted to operationalize empirical findings either with a single case study or multiple case studies of firms from developed countries, or multiple case studies of firms from the same sector or country. Therefore, as a reason for these paucities, this paper exists to investigate the role of dynamic capability in the Internationalization of born global from developing countries in Africa. Findings: The dynamic capability is the critical reason why and how firms stay competitive.The study found out that born globals from developing countries hire external consultants, conduct competitor analysis, utilized their local and international networks and conducts comprehensive market analysis to effectively sense market opportunities. Additionally, the firms invested substantial amounts in staff skills development, new product development, and new market development to seize opportunities. Besides, some of the firms capitalized on remote working systems, digital marketing and hiring of employees with prior international experience to effectively seize market opportunities. With regards to reconfiguring resources, all the firms utilized partnerships with leading multinational companies as a means of reconfiguring its resources to address the weaknesses within the company. To transform as an organization as well as to manage risks, most of the firms engaged in proactive decision making, diversification, utilized digi

We conceptualize the dynamic capabilities of multinational enterprises (MNEs) as learning and adaptation capabilities that address the pressure of global integration and local responsiveness. Complementing the extant literature on dynamic capabilities, which is focused on the supply side, our study draws attention to the demand-side influences, especially in terms of global demand heterogeneity. We propose that global demand heterogeneity provides pressures and opportunities for MNEs to learn and adapt and, thus, positively relates to the development of MNE dynamic capabilities. However, external sources per se may be insufficient. Firm-specific advantages, particularly human capital (at the managerial and employee levels), facilitate the internalization of external knowledge and pressure into the development of dynamic capabilities. An empirical study of Chinese multinational service firms strongly supports these arguments. © 2019, Academy of International Business.

In recent years, shared services centers (SSCs) have been central to organizational transformation strategies of many large firms and governments to reduce costs, improve service quality, and innovate services. SSCs are undergoing significant transformations due to the advancement of technologies. To better understand the technologies’ impact on SSCs in 2030, a Delphi panel with over 30 experts, executives, and researchers was conducted in the first half of 2020. Panelists pointed out six recent technologies potentially impacting SSCs by 2030: AI/ML, internet/package-based automation, BPMS/RPA, business analytics, blockchain, and cloud computing. The experts expect that these technologies will cause a transformation in the SSC business model and disruptive changes in SSC employees’ and managers’ profiles. Managers cannot merely continue their regular efforts and should refocus from automating repetitive functions towards intensifying the use of technology in value-adding services. The outcomes should help public and private sector managers to be ahead of change and prepare their organizations for the future of SSCs., Engineering, Systems and Services

Driven by digitalization, the business environment is changing at an increasing pace. To be able to react to this, organizations must gain competitive advantages through Digital Innovation (DI). This special form of innovation requires a reorganization and further development of the resource and capability base of an organization. The existing literature shows a proliferation of definitions and a jungle of individual capabilities with regard to DI. Based on a structured literature review and a qualitative analysis of existing capabilities, the paper presents a DI Capability Model. By structuring layers, areas and associated capabilities, the model provides the first holistic view in the literature. It will serve as a basis for a targeted scientific discourse and a valuable orientation model for the development of a capability composition to foster DI in organizations.

RIOT, ELEN, open, In literature, much has been written about the two founding constructs of this research: heritage and digital transformation. But, very few articles have related these two constructs, above all no research has been done on how heritage, if activated, can itself become a dynamic capability that helps companies face the challenge of digital transformation. In addition, this research focused on the Champagne sector, a traditional, élite and very conservative market. A context in which heritage plays a fundamental role in distinguishing itself from other competitors. What is fundamental is that many companies are aware of the historicity within themselves but, taking it a little for granted, they cannot make fun of this. This research aims to analyze the relationship between heritage and digital transformation. The idea behind this research is to consider heritage as a dynamic capability, a skill that can be "activated". A literature review on digital transformation has shown that heritage often plays a "conservative" role, a sort of resistance to changes, especially digital ones. The history, traditions, people and strategies that characterized that company have created a trajectory that is difficult to change. Starting from a general question: what relationship is there between heritage and digital transformation? I then focused on: RQ1: To which of the 3 dynamic capabilities can the heritage be traced? RQ2: Is it possible to hypothesize the conditions for activating the heritage? The heritage construct is often linked to the concept of family business, craftsmanship and product quality. But more generally, enhancing the history of a company, making it relevant for the present and for the future, it allows brands to differentiate themselves and create a competitive advantage, to communicate their values, create an emotional connection with the consumer and affirm their own authenticity. To answer the research questions that guided this study, I used, starting from an, In letteratura, molto è stato scritto sui due costrutti fondanti di questa ricerca: heritage e trasformazione digitale. Pochissimi articoli però hanno messo in relazione questi due costrutti, soprattutto nessuna ricerca è stata condotta su come l'heritage, se "attivato", possa diventare esso stesso una dynamic capability che aiuta le aziende ad affrontare la sfida della trasformazione digitale. Inoltre, questa ricerca si è concentrata sul settore dello Champagne, un mercato tradizionale, elitario e molto conservatore. Un contesto in cui il patrimonio gioca un ruolo fondamentale per potersi distinguere dai competitors. Fondamentalmente, molte aziende sono consapevoli dell'heritage dentro di sé ma, ormai è presente da così tanto tempo che lo danno per scontato. Questa ricerca si propone di analizzare la relazione tra heritage e trasformazione digitale. L'idea alla base di questa ricerca è quella di considerare l'heritage come una dynamic capability, un'abilità che può essere "attivata". Una rassegna della letteratura sulla trasformazione digitale ha mostrato che l'heritage gioca spesso un ruolo "conservatore", una sorta di resistenza ai cambiamenti, soprattutto quelli digitali. La storia, le tradizioni, le persone e le strategie che hanno caratterizzato quell'azienda hanno creato una traiettoria difficile da cambiare. Partendo da una domanda generale: che rapporto c'è tra heritage e trasformazione digitale? Poi mi sono concentrata su: RQ1: A quale delle 3 dynamic capability è riconducibile l'heritage? RQ2: È possibile ipotizzare delle condizioni organizzative per l'attivazione dell'heritage? La costruzione dell'heritage è spesso collegata al concetto di azienda familiare, artigianato e qualità del prodotto. Ma più in generale, valorizzare la storia di un'azienda, rendendola rilevante per il presente e per il futuro, permette ai brand di differenziarsi e creare un vantaggio competitivo, di comunicare i propri valori, creare una connessione emotiva con il consumatore e, 0, open, Bua, I

Despite the resounding call for innovation as a source of competitive advantage in today’s everchanging environment, many companies have found themselves unable to introduce innovative products and services to the market. The lack of knowledge and capability supportive of innovation is more observable among companies in emerging economies. Lagging behind developed economies in technology development created disadvantage for such companies, often inhibiting innovation. This study has unpacked the processes of dynamic capability and knowledge development in a leading automaker in Iran and the Middle East. Findings reveal the role of product innovation and the coevolutionary relationship between product innovation projects and knowledge and capability development. The findings guide managers for step by step development of knowledge and capability through a series of product innovation projects.

Under senaste decennierna har en allt större andel av företags resurser utgjorts av s k osynliga tillgångar, immateriella tillgångar, såsom ägarandelar i utvecklingsbolag, investering i avknoppningsbolag och utveckling av idéer i inkubatorer, samtidigt som de resurser som finns under ett företags juridiska kontroll i bland annat samarbetsprojekt inom FoU, relativt sett också har minskat. Resurstillväxt är en central fråga i de organisationer som studeras i denna avhandling men ofta finns en `obalans´ i relationen mellan identifierade materiella/immateriella resurser och oidentifierade immateriella resurser. Med denna utgångspunkt studeras i avhandlingen dessa förändringar och hur det påverkar företags möjlighet att strategiskt agera kring utveckling av företagets innovationskapital och hur den ekonomiska styrningen då påverkas. Resultatet av den sammanlagda, systemiska analysen av samtliga `case´ i avhandlingen indikerar att den interna resurstillväxt som genereras och redovisas i olika former, drivs av förhållanden orsakade av externa förändringar men har också möjliggjorts av ledningens strategiska prioriteringar avseende företagets resursbas. Även om litteraturen argumenterar i överensstämmelse med vad analysen visar, indikerar fallen på behovet av utvecklade riktlinjer för hur innovations- och affärsledning vid verksamhet på en konkurrensutsatt utvecklingsmarknad kan förnya och modifiera ett företags resursbas. För att komma till rätta med detta pekar avhandlingen på behovet av att väga möjligheter och risker i strategiska beslut, att tillämpa ett multidisciplinärt synsätt och att använda finansiella och tekniska verktyg som är anpassade till de många frågeställningar om hur man kan stärka företagets innovationskapital. Forskningen tyder på att företag bör fokusera på resurser och förmågor som, i en förväntad och kommunicerad situation har potential att effektivisera företagets långsiktiga konkurrenspositionering, och samtidigt utveckla organisatoriska process, In recent decades, an increasing share of companies' resources have consisted of so-called invisible assets, intangible assets, such as holdings in development companies, investments in spin-off companies and development of ideas in incubators, while the resources under a company's legal control through collaborative projects. in R&D, has also relatively decreased. Resource growth is a central issue in the organizations studied in this dissertation, but there is often an `imbalance' in the relationship between identified tangible / intangible resources and unidentified intangible resources. With this starting point, the dissertation focuses on this change and how it affects companies' ability to act strategically around the development of their innovation capital and how their management control is then affected. The result of the combined, systemic analysis of all `cases' in the dissertation indicates that the internal resource growth, that is generated and reported in various forms, is driven by conditions caused by external changes but has also been made possible by management's strategic priorities regarding the company's resource base. Although the literature argues in line with what the analysis shows, the cases indicate the need for developed guidelines for how innovation and business management in operations in a competitive development market can renew and modify a company's resource base. To address this, the dissertation points at the need to weigh opportunities and risks in strategic decisions, to apply a multidisciplinary approach and to use financial and technical tools that are adapted to the many issues of how to strengthen the company's innovation capital. The research suggests that companies should focus on resources and capabilities that, in an expected and communicated situation, have the potential to streamline the company's long-term competitive positioning, while developing organizational processes to deal with short- and long-term chall

Research question: How do small and medium-sized enterprises (SMEs) perceive the prerequisites and critical factors of digitalization? Objective: To map SMEs’ digital maturity and their views on how to manage the opportunities and challenges brought about by digitalization in order to foster competitiveness in local, regional, national and international contexts. Theoretical lens: The study draws on a resource-based perspective, which views the firm as a unique bundle of assets and resources that, if utilized in distinctive ways, can create competitive advantage. The study builds on triadic relations as an interactive learning process that occurs in the interaction between actors as the concept of open innovation postulates. Methodology: This study was conducted as an Interpretative Phenomenological Analysis (IPA) study of SMEs and actors in innovation system in Gävleborg County in Sweden. It uses a qualitative approach featuring in-depth interviews, workshops and focus-group interviews. Findings: The findings suggest a digital divide between SMEs, with a discrepancy in opportunities to benefit from the digitalization potential among the population studied. The divide manifests itself through economics, usability and empowerment. Concluding remarks: Digitalization should not be viewed as merely a technology issue, but as a better way to run a business. Platform for development and dissemination of knowledge about the critical factors for increased competitiveness and creates competitive values ​​in production with digitalization as a starting point. And creates an understanding of HOW and WHAT that creates competitiveness in each critical factor, HARira/DigIT

Research question: How do small and medium-sized enterprises (SMEs) perceive the prerequisites and critical factors of digitalization? Objective: To map SMEs’ digital maturity and their views on how to manage the opportunities and challenges brought about by digitalization in order to foster competitiveness in local, regional, national and international contexts. Theoretical lens: The study draws on a resource-based perspective, which views the firm as a unique bundle of assets and resources that, if utilized in distinctive ways, can create competitive advantage. The study builds on triadic relations as an interactive learning process that occurs in the interaction between actors as the concept of open innovation postulates. Methodology: This study was conducted as an Interpretative Phenomenological Analysis (IPA) study of SMEs and actors in innovation system in Gävleborg County in Sweden. It uses a qualitative approach featuring in-depth interviews, workshops and focus-group interviews. Findings: The findings suggest a digital divide between SMEs, with a discrepancy in opportunities to benefit from the digitalization potential among the population studied. The divide manifests itself through economics, usability and empowerment. Concluding remarks: Digitalization should not be viewed as merely a technology issue, but as a better way to run a business. Platform for development and dissemination of knowledge about the critical factors for increased competitiveness and creates competitive values ​​in production with digitalization as a starting point. And creates an understanding of HOW and WHAT that creates competitiveness in each critical factor, HARira/DigIT

Under senaste decennierna har en allt större andel av företags resurser utgjorts av s k osynliga tillgångar, immateriella tillgångar, såsom ägarandelar i utvecklingsbolag, investering i avknoppningsbolag och utveckling av idéer i inkubatorer, samtidigt som de resurser som finns under ett företags juridiska kontroll i bland annat samarbetsprojekt inom FoU, relativt sett också har minskat. Resurstillväxt är en central fråga i de organisationer som studeras i denna avhandling men ofta finns en `obalans´ i relationen mellan identifierade materiella/immateriella resurser och oidentifierade immateriella resurser. Med denna utgångspunkt studeras i avhandlingen dessa förändringar och hur det påverkar företags möjlighet att strategiskt agera kring utveckling av företagets innovationskapital och hur den ekonomiska styrningen då påverkas. Resultatet av den sammanlagda, systemiska analysen av samtliga `case´ i avhandlingen indikerar att den interna resurstillväxt som genereras och redovisas i olika former, drivs av förhållanden orsakade av externa förändringar men har också möjliggjorts av ledningens strategiska prioriteringar avseende företagets resursbas. Även om litteraturen argumenterar i överensstämmelse med vad analysen visar, indikerar fallen på behovet av utvecklade riktlinjer för hur innovations- och affärsledning vid verksamhet på en konkurrensutsatt utvecklingsmarknad kan förnya och modifiera ett företags resursbas. För att komma till rätta med detta pekar avhandlingen på behovet av att väga möjligheter och risker i strategiska beslut, att tillämpa ett multidisciplinärt synsätt och att använda finansiella och tekniska verktyg som är anpassade till de många frågeställningar om hur man kan stärka företagets innovationskapital. Forskningen tyder på att företag bör fokusera på resurser och förmågor som, i en förväntad och kommunicerad situation har potential att effektivisera företagets långsiktiga konkurrenspositionering, och samtidigt utveckla organisatoriska process, In recent decades, an increasing share of companies' resources have consisted of so-called invisible assets, intangible assets, such as holdings in development companies, investments in spin-off companies and development of ideas in incubators, while the resources under a company's legal control through collaborative projects. in R&D, has also relatively decreased. Resource growth is a central issue in the organizations studied in this dissertation, but there is often an `imbalance' in the relationship between identified tangible / intangible resources and unidentified intangible resources. With this starting point, the dissertation focuses on this change and how it affects companies' ability to act strategically around the development of their innovation capital and how their management control is then affected. The result of the combined, systemic analysis of all `cases' in the dissertation indicates that the internal resource growth, that is generated and reported in various forms, is driven by conditions caused by external changes but has also been made possible by management's strategic priorities regarding the company's resource base. Although the literature argues in line with what the analysis shows, the cases indicate the need for developed guidelines for how innovation and business management in operations in a competitive development market can renew and modify a company's resource base. To address this, the dissertation points at the need to weigh opportunities and risks in strategic decisions, to apply a multidisciplinary approach and to use financial and technical tools that are adapted to the many issues of how to strengthen the company's innovation capital. The research suggests that companies should focus on resources and capabilities that, in an expected and communicated situation, have the potential to streamline the company's long-term competitive positioning, while developing organizational processes to deal with short- and long-term chall

In letteratura, molto è stato scritto sui due costrutti fondanti di questa ricerca: heritage e trasformazione digitale. Pochissimi articoli però hanno messo in relazione questi due costrutti, soprattutto nessuna ricerca è stata condotta su come l'heritage, se "attivato", possa diventare esso stesso una dynamic capability che aiuta le aziende ad affrontare la sfida della trasformazione digitale. Inoltre, questa ricerca si è concentrata sul settore dello Champagne, un mercato tradizionale, elitario e molto conservatore. Un contesto in cui il patrimonio gioca un ruolo fondamentale per potersi distinguere dai competitors. Fondamentalmente, molte aziende sono consapevoli dell'heritage dentro di sé ma, ormai è presente da così tanto tempo che lo danno per scontato. Questa ricerca si propone di analizzare la relazione tra heritage e trasformazione digitale. L'idea alla base di questa ricerca è quella di considerare l'heritage come una dynamic capability, un'abilità che può essere "attivata". Una rassegna della letteratura sulla trasformazione digitale ha mostrato che l'heritage gioca spesso un ruolo "conservatore", una sorta di resistenza ai cambiamenti, soprattutto quelli digitali. La storia, le tradizioni, le persone e le strategie che hanno caratterizzato quell'azienda hanno creato una traiettoria difficile da cambiare. Partendo da una domanda generale: che rapporto c'è tra heritage e trasformazione digitale? Poi mi sono concentrata su: RQ1: A quale delle 3 dynamic capability è riconducibile l'heritage? RQ2: È possibile ipotizzare delle condizioni organizzative per l'attivazione dell'heritage? La costruzione dell'heritage è spesso collegata al concetto di azienda familiare, artigianato e qualità del prodotto. Ma più in generale, valorizzare la storia di un'azienda, rendendola rilevante per il presente e per il futuro, permette ai brand di differenziarsi e creare un vantaggio competitivo, di comunicare i propri valori, creare una connessione emotiva con i, In literature, much has been written about the two founding constructs of this research: heritage and digital transformation. But, very few articles have related these two constructs, above all no research has been done on how heritage, if activated, can itself become a dynamic capability that helps companies face the challenge of digital transformation. In addition, this research focused on the Champagne sector, a traditional, élite and very conservative market. A context in which heritage plays a fundamental role in distinguishing itself from other competitors. What is fundamental is that many companies are aware of the historicity within themselves but, taking it a little for granted, they cannot make fun of this. This research aims to analyze the relationship between heritage and digital transformation. The idea behind this research is to consider heritage as a dynamic capability, a skill that can be "activated". A literature review on digital transformation has shown that heritage often plays a "conservative" role, a sort of resistance to changes, especially digital ones. The history, traditions, people and strategies that characterized that company have created a trajectory that is difficult to change. Starting from a general question: what relationship is there between heritage and digital transformation? I then focused on: RQ1: To which of the 3 dynamic capabilities can the heritage be traced? RQ2: Is it possible to hypothesize the conditions for activating the heritage? The heritage construct is often linked to the concept of family business, craftsmanship and product quality. But more generally, enhancing the history of a company, making it relevant for the present and for the future, it allows brands to differentiate themselves and create a competitive advantage, to communicate their values, create an emotional connection with the consumer and affirm their own authenticity. To answer the research questions that guided this study, I used, starting from an

Research question: How do small and medium-sized enterprises (SMEs) perceive the prerequisites and critical factors of digitalization? Objective: To map SMEs’ digital maturity and their views on how to manage the opportunities and challenges brought about by digitalization in order to foster competitiveness in local, regional, national and international contexts. Theoretical lens: The study draws on a resource-based perspective, which views the firm as a unique bundle of assets and resources that, if utilized in distinctive ways, can create competitive advantage. The study builds on triadic relations as an interactive learning process that occurs in the interaction between actors as the concept of open innovation postulates. Methodology: This study was conducted as an Interpretative Phenomenological Analysis (IPA) study of SMEs and actors in innovation system in Gävleborg County in Sweden. It uses a qualitative approach featuring in-depth interviews, workshops and focus-group interviews. Findings: The findings suggest a digital divide between SMEs, with a discrepancy in opportunities to benefit from the digitalization potential among the population studied. The divide manifests itself through economics, usability and empowerment. Concluding remarks: Digitalization should not be viewed as merely a technology issue, but as a better way to run a business. Platform for development and dissemination of knowledge about the critical factors for increased competitiveness and creates competitive values ​​in production with digitalization as a starting point. And creates an understanding of HOW and WHAT that creates competitiveness in each critical factor, HARira/DigIT

Under senaste decennierna har en allt större andel av företags resurser utgjorts av s k osynliga tillgångar, immateriella tillgångar, såsom ägarandelar i utvecklingsbolag, investering i avknoppningsbolag och utveckling av idéer i inkubatorer, samtidigt som de resurser som finns under ett företags juridiska kontroll i bland annat samarbetsprojekt inom FoU, relativt sett också har minskat. Resurstillväxt är en central fråga i de organisationer som studeras i denna avhandling men ofta finns en `obalans´ i relationen mellan identifierade materiella/immateriella resurser och oidentifierade immateriella resurser. Med denna utgångspunkt studeras i avhandlingen dessa förändringar och hur det påverkar företags möjlighet att strategiskt agera kring utveckling av företagets innovationskapital och hur den ekonomiska styrningen då påverkas. Resultatet av den sammanlagda, systemiska analysen av samtliga `case´ i avhandlingen indikerar att den interna resurstillväxt som genereras och redovisas i olika former, drivs av förhållanden orsakade av externa förändringar men har också möjliggjorts av ledningens strategiska prioriteringar avseende företagets resursbas. Även om litteraturen argumenterar i överensstämmelse med vad analysen visar, indikerar fallen på behovet av utvecklade riktlinjer för hur innovations- och affärsledning vid verksamhet på en konkurrensutsatt utvecklingsmarknad kan förnya och modifiera ett företags resursbas. För att komma till rätta med detta pekar avhandlingen på behovet av att väga möjligheter och risker i strategiska beslut, att tillämpa ett multidisciplinärt synsätt och att använda finansiella och tekniska verktyg som är anpassade till de många frågeställningar om hur man kan stärka företagets innovationskapital. Forskningen tyder på att företag bör fokusera på resurser och förmågor som, i en förväntad och kommunicerad situation har potential att effektivisera företagets långsiktiga konkurrenspositionering, och samtidigt utveckla organisatoriska process, In recent decades, an increasing share of companies' resources have consisted of so-called invisible assets, intangible assets, such as holdings in development companies, investments in spin-off companies and development of ideas in incubators, while the resources under a company's legal control through collaborative projects. in R&D, has also relatively decreased. Resource growth is a central issue in the organizations studied in this dissertation, but there is often an `imbalance' in the relationship between identified tangible / intangible resources and unidentified intangible resources. With this starting point, the dissertation focuses on this change and how it affects companies' ability to act strategically around the development of their innovation capital and how their management control is then affected. The result of the combined, systemic analysis of all `cases' in the dissertation indicates that the internal resource growth, that is generated and reported in various forms, is driven by conditions caused by external changes but has also been made possible by management's strategic priorities regarding the company's resource base. Although the literature argues in line with what the analysis shows, the cases indicate the need for developed guidelines for how innovation and business management in operations in a competitive development market can renew and modify a company's resource base. To address this, the dissertation points at the need to weigh opportunities and risks in strategic decisions, to apply a multidisciplinary approach and to use financial and technical tools that are adapted to the many issues of how to strengthen the company's innovation capital. The research suggests that companies should focus on resources and capabilities that, in an expected and communicated situation, have the potential to streamline the company's long-term competitive positioning, while developing organizational processes to deal with short- and long-term chall

The objective of the study is to explore how acquisition integration capabilities are developed in acquiring firms. Through empirical case studies of acquisitions of five Finnish MNEs in global markets, the study finds four determinants of acquisition integration capability: acquisition integration knowledge management, cultural competence, acquisition integration strategy, and acquisition performance review. The study extends dynamic capability theory to acquisition integration literature and provides a comprehensive and integrated perspective on the determinants of acquisition integration capability. Finally, five propositions are developed for future empirical research and we call for future studies to explore how acquisition integration capabilities become dynamic using longitudinal research design.

Under senaste decennierna har en allt större andel av företags resurser utgjorts av s k osynliga tillgångar, immateriella tillgångar, såsom ägarandelar i utvecklingsbolag, investering i avknoppningsbolag och utveckling av idéer i inkubatorer, samtidigt som de resurser som finns under ett företags juridiska kontroll i bland annat samarbetsprojekt inom FoU, relativt sett också har minskat. Resurstillväxt är en central fråga i de organisationer som studeras i denna avhandling men ofta finns en `obalans´ i relationen mellan identifierade materiella/immateriella resurser och oidentifierade immateriella resurser. Med denna utgångspunkt studeras i avhandlingen dessa förändringar och hur det påverkar företags möjlighet att strategiskt agera kring utveckling av företagets innovationskapital och hur den ekonomiska styrningen då påverkas. Resultatet av den sammanlagda, systemiska analysen av samtliga `case´ i avhandlingen indikerar att den interna resurstillväxt som genereras och redovisas i olika former, drivs av förhållanden orsakade av externa förändringar men har också möjliggjorts av ledningens strategiska prioriteringar avseende företagets resursbas. Även om litteraturen argumenterar i överensstämmelse med vad analysen visar, indikerar fallen på behovet av utvecklade riktlinjer för hur innovations- och affärsledning vid verksamhet på en konkurrensutsatt utvecklingsmarknad kan förnya och modifiera ett företags resursbas. För att komma till rätta med detta pekar avhandlingen på behovet av att väga möjligheter och risker i strategiska beslut, att tillämpa ett multidisciplinärt synsätt och att använda finansiella och tekniska verktyg som är anpassade till de många frågeställningar om hur man kan stärka företagets innovationskapital. Forskningen tyder på att företag bör fokusera på resurser och förmågor som, i en förväntad och kommunicerad situation har potential att effektivisera företagets långsiktiga konkurrenspositionering, och samtidigt utveckla organisatoriska process, In recent decades, an increasing share of companies' resources have consisted of so-called invisible assets, intangible assets, such as holdings in development companies, investments in spin-off companies and development of ideas in incubators, while the resources under a company's legal control through collaborative projects. in R&D, has also relatively decreased. Resource growth is a central issue in the organizations studied in this dissertation, but there is often an `imbalance' in the relationship between identified tangible / intangible resources and unidentified intangible resources. With this starting point, the dissertation focuses on this change and how it affects companies' ability to act strategically around the development of their innovation capital and how their management control is then affected. The result of the combined, systemic analysis of all `cases' in the dissertation indicates that the internal resource growth, that is generated and reported in various forms, is driven by conditions caused by external changes but has also been made possible by management's strategic priorities regarding the company's resource base. Although the literature argues in line with what the analysis shows, the cases indicate the need for developed guidelines for how innovation and business management in operations in a competitive development market can renew and modify a company's resource base. To address this, the dissertation points at the need to weigh opportunities and risks in strategic decisions, to apply a multidisciplinary approach and to use financial and technical tools that are adapted to the many issues of how to strengthen the company's innovation capital. The research suggests that companies should focus on resources and capabilities that, in an expected and communicated situation, have the potential to streamline the company's long-term competitive positioning, while developing organizational processes to deal with short- and long-term chall

Under senaste decennierna har en allt större andel av företags resurser utgjorts av s k osynliga tillgångar, immateriella tillgångar, såsom ägarandelar i utvecklingsbolag, investering i avknoppningsbolag och utveckling av idéer i inkubatorer, samtidigt som de resurser som finns under ett företags juridiska kontroll i bland annat samarbetsprojekt inom FoU, relativt sett också har minskat. Resurstillväxt är en central fråga i de organisationer som studeras i denna avhandling men ofta finns en `obalans´ i relationen mellan identifierade materiella/immateriella resurser och oidentifierade immateriella resurser. Med denna utgångspunkt studeras i avhandlingen dessa förändringar och hur det påverkar företags möjlighet att strategiskt agera kring utveckling av företagets innovationskapital och hur den ekonomiska styrningen då påverkas. Resultatet av den sammanlagda, systemiska analysen av samtliga `case´ i avhandlingen indikerar att den interna resurstillväxt som genereras och redovisas i olika former, drivs av förhållanden orsakade av externa förändringar men har också möjliggjorts av ledningens strategiska prioriteringar avseende företagets resursbas. Även om litteraturen argumenterar i överensstämmelse med vad analysen visar, indikerar fallen på behovet av utvecklade riktlinjer för hur innovations- och affärsledning vid verksamhet på en konkurrensutsatt utvecklingsmarknad kan förnya och modifiera ett företags resursbas. För att komma till rätta med detta pekar avhandlingen på behovet av att väga möjligheter och risker i strategiska beslut, att tillämpa ett multidisciplinärt synsätt och att använda finansiella och tekniska verktyg som är anpassade till de många frågeställningar om hur man kan stärka företagets innovationskapital. Forskningen tyder på att företag bör fokusera på resurser och förmågor som, i en förväntad och kommunicerad situation har potential att effektivisera företagets långsiktiga konkurrenspositionering, och samtidigt utveckla organisatoriska process, In recent decades, an increasing share of companies' resources have consisted of so-called invisible assets, intangible assets, such as holdings in development companies, investments in spin-off companies and development of ideas in incubators, while the resources under a company's legal control through collaborative projects. in R&D, has also relatively decreased. Resource growth is a central issue in the organizations studied in this dissertation, but there is often an `imbalance' in the relationship between identified tangible / intangible resources and unidentified intangible resources. With this starting point, the dissertation focuses on this change and how it affects companies' ability to act strategically around the development of their innovation capital and how their management control is then affected. The result of the combined, systemic analysis of all `cases' in the dissertation indicates that the internal resource growth, that is generated and reported in various forms, is driven by conditions caused by external changes but has also been made possible by management's strategic priorities regarding the company's resource base. Although the literature argues in line with what the analysis shows, the cases indicate the need for developed guidelines for how innovation and business management in operations in a competitive development market can renew and modify a company's resource base. To address this, the dissertation points at the need to weigh opportunities and risks in strategic decisions, to apply a multidisciplinary approach and to use financial and technical tools that are adapted to the many issues of how to strengthen the company's innovation capital. The research suggests that companies should focus on resources and capabilities that, in an expected and communicated situation, have the potential to streamline the company's long-term competitive positioning, while developing organizational processes to deal with short- and long-term chall

Research question: How do small and medium-sized enterprises (SMEs) perceive the prerequisites and critical factors of digitalization? Objective: To map SMEs’ digital maturity and their views on how to manage the opportunities and challenges brought about by digitalization in order to foster competitiveness in local, regional, national and international contexts. Theoretical lens: The study draws on a resource-based perspective, which views the firm as a unique bundle of assets and resources that, if utilized in distinctive ways, can create competitive advantage. The study builds on triadic relations as an interactive learning process that occurs in the interaction between actors as the concept of open innovation postulates. Methodology: This study was conducted as an Interpretative Phenomenological Analysis (IPA) study of SMEs and actors in innovation system in Gävleborg County in Sweden. It uses a qualitative approach featuring in-depth interviews, workshops and focus-group interviews. Findings: The findings suggest a digital divide between SMEs, with a discrepancy in opportunities to benefit from the digitalization potential among the population studied. The divide manifests itself through economics, usability and empowerment. Concluding remarks: Digitalization should not be viewed as merely a technology issue, but as a better way to run a business. Platform for development and dissemination of knowledge about the critical factors for increased competitiveness and creates competitive values ​​in production with digitalization as a starting point. And creates an understanding of HOW and WHAT that creates competitiveness in each critical factor, HARira/DigIT

Research question: How do small and medium-sized enterprises (SMEs) perceive the prerequisites and critical factors of digitalization? Objective: To map SMEs’ digital maturity and their views on how to manage the opportunities and challenges brought about by digitalization in order to foster competitiveness in local, regional, national and international contexts. Theoretical lens: The study draws on a resource-based perspective, which views the firm as a unique bundle of assets and resources that, if utilized in distinctive ways, can create competitive advantage. The study builds on triadic relations as an interactive learning process that occurs in the interaction between actors as the concept of open innovation postulates. Methodology: This study was conducted as an Interpretative Phenomenological Analysis (IPA) study of SMEs and actors in innovation system in Gävleborg County in Sweden. It uses a qualitative approach featuring in-depth interviews, workshops and focus-group interviews. Findings: The findings suggest a digital divide between SMEs, with a discrepancy in opportunities to benefit from the digitalization potential among the population studied. The divide manifests itself through economics, usability and empowerment. Concluding remarks: Digitalization should not be viewed as merely a technology issue, but as a better way to run a business. Platform for development and dissemination of knowledge about the critical factors for increased competitiveness and creates competitive values ​​in production with digitalization as a starting point. And creates an understanding of HOW and WHAT that creates competitiveness in each critical factor, HARira/DigIT

Global reports stress the importance of developing the construction industry to address productivity related issues and challenges with urbanization. McKinsey conclude that the construction industry could be more efficient by how they manage and employ resources to address the low productivity. With an expected intensified urbanization and rapidly changing global economic landscape, pressure is put on the current housing production pace. Therefore, industrialization has been promoted to make industries sustainable, with increased resource-use efficiency and greater adoption of innovation focusing on industrial processes. Technology companies has started to take an interest in the construction market as they see a potential in industrialization and scalability of the house-building and have made heavy investments in construction companies using prefabricated or modular manufacturing technics to build houses. Although industrialized house-building companies have been the subjects of wide-range of research, research into how to utilize industrialized house-building can be important and interesting not only to confront the low productivity but also increased resource-use efficiency and give an explanation how to benefit from the global interest into investing in industrialized house-building. Therefore, an increased understanding of industrialized house-building from a resource-based perspective, exemplified from a Swedish perspective, is considered to be of importance for further development the building industry. The contribution of this thesis is a synthesis of four different constructs (entrepreneurial orientation, dynamic capability, path dependency and technology transfer) discussed in three academic papers to characterize and build a further understanding of how an IHB company employ and manage their resources. Findings shows that on a corporate level, the industrialized house-building company managed resources in many different ways and they did so to secure the

Introduction - Firms nowadays are trying to build a sustainable competitive advantage toensure their long term stay within the market. But as the business environment is rapidlychanging due to the new technology, it makes it difficult for firms to develop a competitiveadvantage. Moreover, SMEs in emerging economies are struggling with how to develop theircapacity to respond to the shift in the business environment. Purpose - The purpose of this study is to adopt Teece's (2007) framework in the developingcountry to be able to understand and identify the capabilities that an entrepreneur needs tohave to be successful, especially emphasizing how Saffron produces SMEs in Afghanistancan perform the good competition in an unstable environment and provide factors on howentrepreneurs can get a sustainable competitive advantage using the DC framework. Method - This study was carried out by using a qualitative approach with an exploratorynature and a case study research design. The main data was collected by conducting in-depthinterviews with entrepreneurs in the saffron business. To analysis the collected data, the sixstep of thematic analysis method by Barun and Clarke (2016) was used. Findings - In the collected data, there is evidence that indicates that entrepreneurs inemerging markets can use the DC framework to gain and increase their capabilities to dealwith the uncertainty in the business environment and firms need to change theirorganizational structure from centralized to decentralized. Meanwhile, flexibility inoperations and adaptability to changes can afford SMEs with a greater possibility to gain acompetitive advantage in an unstable business environment. Further, while female'sparticipation in the value chain of the economy is more effective compared to males, theirrole in leading businesses remains marginal, therefore, firms cannot gain competitiveadvantage by systematically excluding some resources such a women's. There is potentialloss of excluding women if

How do firms tend to their current viability while remaining competitive in the long-term? This question lays out the basis for this thesis by highlighting their conflicting logics through the concept of organizational ambidexterity. Literature makes a distinction between competing in mature markets and existing technologies (exploitation) versus new markets and new technologies (exploration). The preponderance of studies shows that, as firms grow larger, they tend to form core rigidities in their culture, structure and processes that hamper their efforts to adapt to the changing environment. By overemphasizing exploitative activities, future challenges or opportunities remain unexplored which can have a devastating effect in the event of radical, external changes. The cases of Nokia and Kodak should serve as cautionary tales in this regard. The automotive industry is currently undergoing a transition to electric cars. We conduct a case study at Volvo Cars from a senior leadership perspective, to illustrate the importance of exploration and how it can be legitimized during an industry transformation. Our work points to three major findings. First, communicating the importance of the transformation with the rest of the organization is imperative to creating goal alignment. Secondly, interorganizational collaboration in R&D helps Volvo to tap into knowledge that resides outside the organization and thereby increasing the chances of a successful transition to electric cars. Thirdly, agile management contributes to knowledge diffusion and is a powerful tool to counter organizational inertia by adding to firms’ speed and responsiveness, making them act more similarly to smaller, entrepreneurial firms.

Purpose: In the past two decades, shopping online has grown at a rapid pace, and it had a significant impact on every player in the retail industry from a small retailer to large retail chains. The retailers were forced to redefine the way they operate by managing various channels to reach their consumers. This study explores the obstacles that small retailers are facing while transitioning to omnichannel retailing and identify the capabilities required to overcome the obstacles. Main research questions: 1. What market pressures do small retailers experience with the change in consumer shopping behavior? 2. What are the obstacles that small retailers face while transitioning into omnichannel retailing? 3. Which capabilities assist the small retailers in overcoming the obstacles that they are facing while transitioning into omnichannel retailing? Methodology: This thesis has conducted multiple case studies. In the study, eight small retailers located in Uppsala and Stockholm are the main research participants. After reviewing the relevant literature and collecting empirical data via interviews, we categorized the findings into different themes. And analyzed the empirical findings by using the dynamic capability framework. Findings: The findings from the study reveal that retailers encountered challenges associated with managing channel integration, lack of availability of resources, and skills necessary for transforming into omnichannel retailing, which aligns with findings from the literature. In addition to that, the study found obstacles that small retailers have abundant responsibilities within their small organization. They perceive low returns on technology investments and have complications associated with it. Furthermore, small retailers have limited knowledge of the use of advanced technologies.

Bakgrund: Marknadens ökade dynamik resulterar i att allt fler företag genomgår digitala transformationer för att kunna utnyttja de teknologiska möjligheter som uppstår. Samtidigt resulterar en digital transformation i att företaget möts av förändrade kompetenskrav där digitala kompetenser blir allt viktigare för företags långsiktiga överlevnad. Denna dynamiska marknad har visat sig speciellt tydligt hos detaljhandelsbranschen och behoven av digitala kompetenser har ökat kraftigt. Men hur utvecklar ett detaljhandelsföretag dessa digitala kompetenser? Syfte: Syftet med studien är att bidra med en ökad förståelse för hur ett detaljhandelsföretag arbetar med digital kompetensutveckling hos sina medarbetare. Genomförande: Denna studie har sin vetenskapliga utgångspunk i det hermeneutiska perspektivet med en kvalitativ forskningsmetod. Empiriinsamlingen har genomförts genom semistrukturerade intervjuer med sex respondenter från ett fallföretag. Respondenterna har både varit från chef- och medarbetarnivå. Slutsats: Trots utmaningar i att identifiera vad för digitala kompetenser som saknades utifrån ett subjektivt synsätt så var det förmågan att ha ett flexibelt och utvecklande förhållningssätt och digital kunskap som bristen på digital kompetens bestod av. Dessa utvecklades genom tre tillvägagångssätt. Cheferna anställde dels nya medarbetare som skulle hjälpa de gamla att utvecklas. De anställda som fick vara kvar i företaget utbildades, både formellt och informellt varav den informella utbildningen var mest effektiv och använd. Cheferna tog även in konsulter och partners för att sprida vidare den digitala kunskapen till medarbetarna. Utöver detta visar sig företagskulturen och medarbetarnas inställning till förändrings viktig för hur effektiv den digitala kompetensutvecklingen blev., Background: Dynamic markets result in more and more companies having to digital transform their business in able to use the technological benefits that occur. At the same time a digital transformation will result in demand for new competencies where digital competencies is the most important for the companies long term survival. This rapidly changing market has been particular present in the retail industry and the demand for new digital competencies has been growing. But how does a retail company develop these digital competencies? Purpose: The purpose of this study is to create an understanding of how a retail company work with the development of digital competence with their employees. Completion: This study has a qualitative methodology with a hermeneutic perspective and an interative approach. The empirical material has been collected through semi-structured interviews with six respondents from one retail company. The respondents have been both from the management level and the employee level. Conclusion: Despite challenges in identifying what digital competence were lacking from a subjective point of view, it was the ability to have a flexible and evolving approach and digital knowledge that the lack of digital competence consisted of. These were developed through three approaches. The managers hired new employees to help the existing ones develop. The employees who were allowed to remain in the company were trained, both formally and informally, of which the informal training was most effective and most used. The managers also brought in consultants and partners to pass on the digital knowledge to the employees. In addition, the corporate culture and employees' attitude to change proved to be important for how effective the digital competence development became.

Introduction - Firms nowadays are trying to build a sustainable competitive advantage toensure their long term stay within the market. But as the business environment is rapidlychanging due to the new technology, it makes it difficult for firms to develop a competitiveadvantage. Moreover, SMEs in emerging economies are struggling with how to develop theircapacity to respond to the shift in the business environment. Purpose - The purpose of this study is to adopt Teece’s (2007) framework in the developingcountry to be able to understand and identify the capabilities that an entrepreneur needs tohave to be successful, especially emphasizing how Saffron produces SMEs in Afghanistancan perform the good competition in an unstable environment and provide factors on howentrepreneurs can get a sustainable competitive advantage using the DC framework. Method – This study was carried out by using a qualitative approach with an exploratorynature and a case study research design. The main data was collected by conducting in-depthinterviews with entrepreneurs in the saffron business. To analysis the collected data, the sixstep of thematic analysis method by Barun and Clarke (2016) was used. Findings – In the collected data, there is evidence that indicates that entrepreneurs inemerging markets can use the DC framework to gain and increase their capabilities to dealwith the uncertainty in the business environment and firms need to change theirorganizational structure from centralized to decentralized. Meanwhile, flexibility inoperations and adaptability to changes can afford SMEs with a greater possibility to gain acompetitive advantage in an unstable business environment. Further, while female'sparticipation in the value chain of the economy is more effective compared to males, theirrole in leading businesses remains marginal, therefore, firms cannot gain competitiveadvantage by systematically excluding some resources such a women’s. There is potentialloss of excluding women if