Dynamic Capabilities and Performance: Strategy, Structure and Environment

Ralf Wilden, Siegfried P. Gudergan, Bo Bernhard Nielsen, Ian Lings

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    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
    Original languageEnglish
    JournalLong Range Planning
    Volume46
    Issue number1-2
    Pages (from-to)72-96
    ISSN0024-6301
    DOIs
    Publication statusPublished - 2013

    Cite this

    Wilden, Ralf ; Gudergan, Siegfried P. ; Nielsen, Bo Bernhard ; Lings, Ian . / Dynamic Capabilities and Performance : Strategy, Structure and Environment . In: Long Range Planning. 2013 ; Vol. 46, No. 1-2. pp. 72-96.
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    Dynamic Capabilities and Performance : Strategy, Structure and Environment . / Wilden, Ralf ; Gudergan, Siegfried P. ; Nielsen, Bo Bernhard; Lings, Ian .

    In: Long Range Planning, Vol. 46, No. 1-2, 2013, p. 72-96.

    Research output: Contribution to journalJournal articleResearchpeer-review

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    AU - Wilden, Ralf

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    AU - Nielsen, Bo Bernhard

    AU - Lings, Ian

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    AB - 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

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