Innovation Capability Reconfiguration of Manufacturing Firms for Servicization: A Conceptual Framework on Dynamic Capability Approach

2011 ◽  
Author(s):  
Ting-Kuei Kuo ◽  
Guang-Jie Ren ◽  
Yongjiang Shi
Keyword(s):  
Conceptual Framework ◽  
Capability Approach ◽  
Manufacturing Firms ◽  
Dynamic Capability ◽  
Innovation Capability

Dynamic capabilities vs. innovation capability: are they related?

2014 ◽  
Vol 21 (3) ◽  
pp. 368-384 ◽  
Author(s):  
Lidija Breznik ◽  
Robert D. Hisrich
Keyword(s):  
Literature Review ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Future Research ◽  
Innovation Capability ◽  
New Approach ◽  
Content Type ◽  
New Research ◽  
The Relationship

Purpose – The purpose of this paper is to provide insights into the relationship between dynamic capabilities and innovation capabilities. It links dynamic capability with innovation capability and indicates the ways they can be related. Design/methodology/approach – The relationships between dynamic and innovation capability were investigated through a systematic literature review. Findings – The review indicates that common characteristics exist between of the both fields, which demonstrate six relationships. Additionally, findings show some inconsistencies and even contradictions. Originality/value – In this paper, the authors have compared dynamic capabilities, a relatively new approach in the field of strategic management, with innovation capabilities, a widely recognised crucial domain for sustained competitiveness. Since both areas address issues that are essential to today's environment, future research should seek to clarify both concepts, by undertaking some new research and developing comprehensive and unambiguous framework.

Dynamic capabilities in fashion apparel industry: emergent conceptual framework

2016 ◽  
Vol 11 (3) ◽  
pp. 286-309 ◽  
Author(s):  
Yi-Sheng Wang
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Apparel Industry ◽  
Basic Knowledge ◽  
Dynamic Capability ◽  
Trade Association ◽  
Content Type ◽  
Theoretical Contribution ◽  
Market Competitiveness ◽  
Fashion Apparel

Purpose – The purpose of this paper is to reconfigure a new component of dynamic capabilities across firms, and to summarize propositions and to construct a conceptual framework of the dynamic capabilities in fashion apparel industry. Design/methodology/approach – The author used the interviews with the industry experts and trade association executives to develop an understanding of the strategic and technological issues facing the industry and to gain a historical perspective on the evolution of the industry. Findings – This study explored the establishment of dynamic capability and market competitiveness in the fashion apparel industry from the perspectives of dynamic capability and resources embedment, and brought out the insight that commonalities/component has been overlooked. The “conceptual framework of dynamic capabilities in fashion apparel industry” developed by this study, which consists of the major key factors for the maintenance of fast fashion apparel industry in market competitive advantage. Research limitations/implications – Although the five top fashion apparel groups interviewed in this study are representative, there are limits in classification of other brands, which is one of the limitations in this study. Second, although qualitative research can achieve understanding of the utmost layer of situations, its greatest limitation is that it cannot investigate massive amount of interviewees, which is a second limitation in this study. Originality/value – The theoretical contribution of the study is to construct a conceptual framework of dynamic capabilities in the fashion apparel industry using eight theoretical propositions. Such conceptual framework will become a basic knowledge system for firms in the fashion apparel industry to develop strategic directions, as well as an important knowledge reference to other firms when choosing what to establish as their core competences.

Re-thinking and re-operationalizing product innovation capability

2018 ◽  
Vol 30 (4) ◽  
pp. 374-397 ◽  
Author(s):  
Sumeet Om Sharma ◽  
Angela Martin
Keyword(s):  
Empirical Research ◽  
Product Innovation ◽  
Dynamic Capabilities ◽  
Process Management ◽  
A Priori ◽  
Dynamic Capability ◽  
Future Research ◽  
Innovation Capability ◽  
Content Type ◽  
Measurement Models

Purpose This paper aims to enhance the understanding of the essence of product innovation capability (PIC) as a dynamic capability by systematically assessing its conceptualization and construct validity. The paper answers the call by numerous researchers to undertake research efforts to better understand and operationalize dynamic capability constructs. Design/methodology/approach A priori and scholarly contentions based on complementarities between the tenets of three prominent frameworks (Dynamic Capability View, Process Management and Organizational Ambidexterity) were utilized for conducting a theoretical triangulation, as presented in the paper. Established approaches to explication and measurement of multi-dimensional latent constructs were used for guiding this paper. Findings This paper enhances the conceptualization of dynamic capabilities and identifies a lacuna in frequently adopted PIC operationalization approaches that is pertinent to other dynamic capabilities. It presents substantive and specific prescriptions for enabling the development of superior capability (both dynamic and operational) measurement models in empirical research. Research limitations/implications The diverse implications for research and practice are discussed in the paper alongside suggestions for future research. Originality/value This paper guides future theoretical and empirical research by reviewing the conception and validity of PIC. It presents a comprehensive conception of dynamic capabilities by extending the dynamic capability definition to address the identified problems. The arguments presented have wide-ranging applications and broad generalizability across multiple research fields.

scholarly journals Dynamic Capabilities: Do They Really Matter in Strategy Implementation? Evidence from Small and Medium Manufacturing Firms in Kenya

2018 ◽  
Vol 5 (2) ◽  
pp. 44
Author(s):  
Peter Kihara
Keyword(s):  
Human Resource ◽  
Leadership Style ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Strategy Implementation ◽  
Dynamic Capability ◽  
Strategic Direction ◽  
Strong Dynamic

Scholars believe that implementation of a strong strategy is a panacea to superior business firm’s performance. Thisstudy tested the influence of five dynamic capability drivers on the performance of manufacturing firms. TheDynamic Capability’s View of the firm provided a useful framework where these drivers were analyzed using asample of 115 firms. Results from four drivers confirm that dynamic capabilities positively influences firm’sperformance. These drivers are technology, human resource, leadership style and structure. Strategic direction onlyinfluences other drivers but not performance. When all the drivers are combined, only structure and technologymatters in influencing firm’s performance. This study recommends use of strong dynamic capabilities to drive thestrategy implementation efforts to success.

scholarly journals Moderating Effect of Cluster on Firm's Innovation Capability and Business Performance: A Conceptual Framework

2012 ◽  
Vol 65 ◽  
pp. 867-872 ◽  
Author(s):  
Wawan Dhewanto ◽  
Eko Agus Prasetio ◽  
Sudrajati Ratnaningtyas ◽  
Sri Herliana ◽  
Rendra Chaerudin ◽  
...  
Keyword(s):  
Conceptual Framework ◽  
Business Performance ◽  
Moderating Effect ◽  
Innovation Capability
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