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Purpose: This paper aims to understand better how strategic management (SM) affects organizational and operational performance by examining the mediating role of dynamic capabilities (DCs) in complex environments. Design/methodology/approach: This study uses a survey of a sample of managers (n = 480) from each logistics firm and applies structural equation modeling to determine the relationships among variables. Findings: The analyses identify SM directly and DCs as a mediator significant antecedent for the operational performance; further, environmental complexity shows an impact as a significant factor on both variables. Research limitations/implications: One of the managerial implications is that acquiring-sensing the environment should be orchestrated to be effective. Originality/value: Previous DC literature studied underdeveloped DCs in complex environments and ignored the manager's role as a connection between the environment and the firm. This paper contributes to the topic in three important ways: first, it clarifies the operational performance from the combination of the design of the DCs and the SM characteristics within the complex environment; second, the paper specifies that microfoundations of DCs are essential in the drive's differences in the performance of the firms; and third, it clarifies regarding the role of the complex external environment rather than dynamic ones. [ABSTRACT FROM AUTHOR]

Purpose: This paper articulates a multi-contextual and dynamic system for memory research in relation to multi-cultural organizations (MCOs) by a qualitative research method. Design/methodology/approach: Face-to-face semi-structured interviews were conducted with representatives of 30 national officers in North Atlantic Treaty Organization (NATO) to illuminate how the construction of organizational memory (OM) can then be compared and contrasted across different cultures. Findings: The findings show that OM still mostly resides in individuals with the social transfer. However, even if, cultural aspects define what should be stored, time and purpose, the static memory of individuals becomes dynamic OM that is represented and interpreted in an organization's practices, policies and learning. Originality/value: The primary contribution is to attempt to dissolve the seeming assumption of dialectical metaphoric perspectives of OM between different but related sub-communities of practice and outcomes. Consequently, socially constructed and individual memory models are necessary to integrate different metaphors according to the multi-context theory, which extends the understanding of the diversity between the cultural backgrounds of individuals and groups. [ABSTRACT FROM AUTHOR]