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Paper Type
Complete
Description
Firms are known to struggle to find the best recipe for achieving different forms of innovation, digital transformation, and superior performance based on their bundle of resources and strategies in the presence of various environmental factors that can pose new opportunities and threats. In this vein, although the dynamic capabilities (DC) framework can explain how firms address competitive advantage, especially in uncertain environments, it is still not clear how these capabilities are built. To fill this gap, we aim at investigating the antecedents of organizational dynamic capabilities and eventually presenting a big-picture framework that includes almost every internal and external factor that might play a role in the process of building organizational dynamic capabilities. By exploring the adoption of the affordance lens and considering the role of organizational strategic alignment, we lay the foundation for future research into the mechanisms and micro-foundations of dynamic capabilities.
Paper Number
1951
Recommended Citation
Asadiara, Amir; Farhadloo, Mohsen; and Ahuja, Suchit, "To Be or Not to Be Dynamic: Exploring Antecedents and Contextual Factors of Dynamic Capabilities" (2023). AMCIS 2023 Proceedings. 25.
https://aisel.aisnet.org/amcis2023/conf_theme/conf_theme/25
To Be or Not to Be Dynamic: Exploring Antecedents and Contextual Factors of Dynamic Capabilities
Firms are known to struggle to find the best recipe for achieving different forms of innovation, digital transformation, and superior performance based on their bundle of resources and strategies in the presence of various environmental factors that can pose new opportunities and threats. In this vein, although the dynamic capabilities (DC) framework can explain how firms address competitive advantage, especially in uncertain environments, it is still not clear how these capabilities are built. To fill this gap, we aim at investigating the antecedents of organizational dynamic capabilities and eventually presenting a big-picture framework that includes almost every internal and external factor that might play a role in the process of building organizational dynamic capabilities. By exploring the adoption of the affordance lens and considering the role of organizational strategic alignment, we lay the foundation for future research into the mechanisms and micro-foundations of dynamic capabilities.
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