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Despite extensive research into dynamic and operational capabilities, understanding of their interplay is still scant. Both complementary and substitutive roles have been proposed in prior conceptual studies, but only limited systematic empirical investigations into the mutual interdependence of these capabilities have been conducted. Drawing on a sample of 219 Hungarian B2B firms, this study incorporates prior literature on dynamic and operational capabilities and employs a set-theoretical approach to examine whether the capabilities complement or substitute each other in producing high levels of business performance. While evidence for both types of interdependency is provided, the findings generally support the view that dynamic and operational capabilities are complementary rather than substitutive. The two types of capabilities also explain business performance better jointly than in isolation. Several effective capability configurations, associated with high business performance, are identified. The findings paint a detailed picture of the complex interplay between dynamic and operational capabilities, thereby contributing to academic and managerial audiences alike.

Small and medium-sized enterprises (SMEs) from emerging markets are the most vulnerable types of firms, especially in times of crisis due to time and resource constraints. Thus, this paper aims to help SMEs from emerging markets in choosing the right business partners with whom to cooperate to develop relevant innovations in crisis periods in general, and during the COVID-19 pandemic in particular. To obtain relevant insights, qualitative data from SMEs in Bosnia and Herzegovina were collected in March-April 2020. The findings show that SMEs have embraced new collaborations with business customers and competitors, and developed a collaborative mindset opposed to the traditionally competitive way of doing business in emerging markets. Based on the findings, this paper presents a set of recommendations for managers, and suggests several future research opportunities around the management of openness in the context of SMEs from emerging markets.