Analysis Of Dynamic Capabilities in Businesses of Turbulent Market Conditions: A Longitudinal Analysis
DOI:
https://doi.org/10.5281/zenodo.21002605Schlagworte:
Dynamic Capabilities, Turbulent Markets, Longitudinal Analysis, CompetitionAbstract
The purpose of the study is to understand the commercial adaptation models of businesses within the framework of changing market conditions and to comprehend their basic actions regarding management processes over time. The methodology of this research is to analyze the dynamic capabilities of businesses. Data was obtained from different small and medium-sized businesses in 2010 and 2022. Cross-sectional data were analyzed longitudinally to determine growth and development trends. In this context, the information form includes basic descriptive data about businesses, human resource needs, strategic goals of businesses (14 items), determination of strategic areas for businesses (7 items), strategic management model (18 items), determination of competitiveness of businesses (13 items). Data regarding basic data and evaluations in their fields were collected. These data were analyzed and classified with appropriate qualitative and quantitative models. Study findings indicate that the businesses included in the sample during the research process have been monitored since 2010 and the cross-sectional data obtained from different studies have been analyzed longitudinally. In this process, the data were integrated qualitatively and quantitatively and analyzed within the framework of the model in the study, (Day and Schoemaker 2018), and the research data was classified to evaluate the basic approaches of businesses in understanding opportunities, perception and evaluation, capturing and mobilizing opportunities and transformation processes between 2010 and 2022. The data obtained according to the research model were discussed under three dimensions within the framework of this model, and the analyses and evaluations were evaluated especially according to the variance in the data of 2010 and 2022.When generalizing research results, a discussion may arise regarding both the data collection tool and the only limited data collected. Therefore, future research may choose to use more data collection methods and expand the data collection sources to cover larger targets. Practical implications of dynamic capabilities are different from the operational characteristics of businesses that are related to their daily activities. Dynamic capabilities refer to the activities of strategically creating, expanding or changing the resource structure. Such strategic alignment models enable businesses to conduct business in a competitive and sustainable manner. Therefore, it is very important for businesses to develop sufficient leadership capacities to develop these capabilities in terms of corporate agility and adaptation.
Originality of this study collects comprehensive information about businesses in two different periods. The data obtained in this process was analyzed longitudinally. The longitudinal evaluation of the actions and capabilities of businesses based on the same variables and research structure and longitude date make the research different from other research.
Literaturhinweise
Bektaş, O., Erdemir, E. ve Sayılar, Y. (2022). Dinamik Yetenekler Çerçevesinin Stratejik Yönetim Literatüründeki Gelişimi: Sistematik Literatür Taraması. International Journal of Social Inquiry 15(2), 493−538.
Chowdhury, M. M. H. ve Quaddus, M. A. (2021) Supply chain sustainability practices and governance for mitigating sustainability risk and improving market performance: A dynamic capability perspective. Journal of Cleaner Production, 278, 1-17.
Clampit, J. A., Lorenz, M. P., Gamble, J. E. ve Lee, J. (2022). Performance stability among small and medium-sized enterprises during COVID-19: A test of the efficacy of dynamic capabilities. International Small Business Journal, 40(3), 403-419.
Coppola,C., Vollero, A., Siano, A. (2023). Developing dynamic capabilities for the circular economy in the textile and clothing industry in Italy: A natural-resourcebased view. Business Strategy and the Environment, 2023;32:4798–4820.
Dangelico, R. M., Pujari, D. ve Pontrandolfo, P. (2017). Green Product Innovation in Manufacturing Firms: A Sustainability-Oriented Dynamic Capability Perspective. Business Strategy and the Environment, 26(4), 490-506.
Day, G., S., Schoemaker, P., J., H. (2018). How to Sense and Seize Opportunities and Transform Your Organization. Rotman Management, (69), 68-74.
Dobnia, C., B., Sand, C. (2018). Strategy shift: Integrating strategy and the firm’s capability to innovate. Business Horizons (619), 797-808.
Doz, Y., Kosonen, M. (2008). Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game. Harlow, England: Pearson/Longman s. 65.
Felin, T., Powell, T., C. (2016). Designing Organizations for Dynamic Capabilities. California Management Review. 58(4).
Hadi, P., (2023). Improving Firm Sustainability Through Dynamic Capability: The Mediation Role Of Ambidexterity. International Journal of Professional Business Review, 5, 1-24.
Harrington, H. (1991). Business process improvement: The breakthrough strategy for total quality, productivity, and competitiveness. New York: McGraw-Hill.
Hodgkinson, G. P., & Healey, M. P. (2011). Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management. Strategic Management Journal, 32 (13), 1500–1516.
Hopkinson, P., Zils, M., Hawkins, P. ve Roper, S. (2018). Managing A Complex Global Circular Economy Business Model: Opportunıtıes And Challenges. California Management Review, 60(3), 71–94.
Kumar, G., Subramanian, N. ve Arputham, R. M. (2018). Missing link between sustainability collaborative strategy and supply chain performance: Role of dynamic capability. International Journal of Production Economics, 203, 96-109.
O’Reilly III, C., Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185-206.
Stigler, G. (1939). Production and Distribution in the Short Term, Journal of Political Economy, 47/3: 305-327.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.
Teece, D. J., (2007). Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, (28), 1319–1350.
Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13–35.
Weber, Y., Tarba, S.Y. (2014). Strategic Agility: A State of the Art Introduction to the Special Section On Strategic Agility. California Management Review, 56(3), 5-12.
Yalçın, Ö. (2023). Circular Economy: A Bibliometric Analysis of Publications in the Web of Science. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 51, 82-91.
Downloads
Veröffentlicht
Zitationsvorschlag
Ausgabe
Rubrik
Lizenz
Copyright (c) 2026 International Journal of Contemporary Economics and Administrative Sciences
Dieses Werk steht unter der Lizenz Creative Commons Namensnennung 4.0 International.
The Author(s) must make formal transfer of copyright for each article prior to publication in the International Journal of Contemporary Economics and Administrative Sciences. Such transfer enables the Journal to defend itself against plagiarism and other forms of copyright infringement. Your cooperation is appreciated. You agree that copyright of your article to be published in the International Journal of Contemporary Economics and Administrative Sciences is hereby transferred, throughout the World and for the full term and all extensions and renewals thereof, to International Journal of Contemporary Economics and Administrative Sciences.
The Author(s) reserve(s): (a) the trademark rights and patent rights, if any, and (b) the right to use all or part of the information contained in this article in future, non-commercial works of the Author's own, or, if the article is a "work-for-hire" and made within the scope of the Author's employment, the employer may use all or part of the information contained in this article for intra-company use, provided the usual acknowledgements are given regarding copyright notice and reference to the original publication.
The Author(s) warrant(s) that the article is Author's original work, and has not been published before. If excerpts from copyrighted works are included, the Author will obtain written permission from the copyright owners and shall credit the sources in the article. The author also warrants that the article contains no libelous or unlawful statements, and does not infringe on the rights of others. If the article was prepared jointly with other Author(s), the Author agrees to inform the co-Author(s) of the terms of the copyright transfer and to sign on their behalf; or in the case of a "work-for-hire" the employer or an authorized representative of the employer.
The journal is registered with the ISSN : 1925-4423.
IJCEAS is licensed under a Creative Commons Attribution 4.0 International License.
This license lets others distribute, remix, tweak, and build upon your work, even commercially, as long as they credit you for the original creation. This is the most accommodating of licenses offered. Recommended for maximum dissemination and use of licensed materials.
