Dynamic capabilities and performance : strategy, structure and environment

Wilden, Ralf, Gudergan, Siegfried P., Nielsen, Bo Bernhard, & Lings, Ian (2013) Dynamic capabilities and performance : strategy, structure and environment. Long Range Planning, 46(1-2), pp. 72-96.

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Dynamic capabilities are widely considered to incorporate those processes that enable organizations to sustain superior performance over time. In this paper, we argue theoretically and demonstrate empirically that these effects are contingent on organizational structure and the competitive intensity in the market. Results from partial least square structural equation modeling (PLS-SEM) analyses indicate that organic organizational structures facilitate the impact of dynamic capabilities on organizational performance. Furthermore, we find that the performance effects of dynamic capabilities are contingent on the competitive intensity faced by firms. Our findings demonstrate the performance effects of internal alignment between organizational structure and dynamic capabilities, as well as the external fit of dynamic capabilities with competitive intensity. We outline the advantages of PLS-SEM for modeling latent constructs, such as dynamic capabilities, and conclude with managerial implications.

Impact and interest:

51 citations in Scopus
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35 citations in Web of Science®

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ID Code: 59155
Item Type: Journal Article
Refereed: Yes
Keywords: dynamic capability, performance, competition, organizational structure, partial least square modeling, confirmatory tetrad analysis, contingency theory
DOI: 10.1016/j.lrp.2012.12.001
ISSN: 00246301
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Advertising, Marketing & Public Relations
Copyright Owner: Copyright 2012 Elsevier Ltd
Copyright Statement: NOTICE: this is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, Volume 46, Issues 1–2, February–April 2013. http://dx.doi.org/10.1016/j.lrp.2012.12.001
Deposited On: 01 May 2013 04:11
Last Modified: 09 Mar 2016 11:13

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