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dc.contributor.authorSunyer Torrents, Albert
dc.contributor.authorGibb, Jenny
dc.contributor.otherUniversitat Politècnica de Catalunya. Departament d'Organització d'Empreses
dc.date.accessioned2014-07-25T11:57:17Z
dc.date.created2014
dc.date.issued2014
dc.identifier.citationSuñe, A.; Gibb, J. Dynamic capabilities as patterns of organizational change: an empirical study on transforming a firm's resource base. A: International Network of Business and Management Journals. "2014 INBAM Conference Proceedings". Barcelona: 2014, p. 1-22.
dc.identifier.isbn978-84-697-0478-3
dc.identifier.urihttp://hdl.handle.net/2117/23624
dc.description.abstractDynamic capabilities are increasingly being used to explain how firms leverage their resource base over varying levels of market dynamism. Yet little attention is given to how the internal dynamism of the firm might affect capability development. Firms are often faced with the challenge of establishing ways to engage in goal directed action that calls upon routinized, path dependent activity as well as the exploration of new opportunities, at times when there is inner turbulence. Using an in-depth case study (2007 to 2012) on the airline Spanair, we ask the following question: How can a firm leverage its dynamic capabilities to bring about deep purposeful change? In our findings we identify a circular rather than hierarchical capability pattern with four dynamic capabilities, adding, transferring, integrating and shedding, and two higher order capabilities, goal development and orchestration. We contribute to the literature by demonstrating, how a link between the goal development capability of senior directors and the change orchestration capability, create a goal directed path. We also explain how the link between the high order and dynamic capabilities develops an important bridge between path dependence and path creation. We then demonstrate how goal adjustment occurs in a circular manner to create a link between the four dynamic capabilities and the goal development capability. Furthermore, we demonstrate how the goal development and change orchestration capabilities jointly enable a firm’s transformation, particularly in times of heightened internal and external environmental turbulence.
dc.format.extent22 p.
dc.language.isoeng
dc.subjectÀrees temàtiques de la UPC::Economia i organització d'empreses::Competitivitat i innovació
dc.subject.lcshInnovation (Economics)
dc.subject.lcshOrganizational change
dc.subject.otherDynamic capabilities
dc.subject.otherOrganizational transformation
dc.subject.otherGoal development
dc.subject.otherResources orchestration
dc.subject.otherPath dependence
dc.subject.otherPath creation
dc.subject.otherCase study
dc.subject.otherDynamic capability hierarchy
dc.titleDynamic capabilities as patterns of organizational change: an empirical study on transforming a firm's resource base
dc.typeConference lecture
dc.subject.lemacCanvi organitzatiu
dc.contributor.groupUniversitat Politècnica de Catalunya. CUDU - Càtedra UNESCO de Direcció Universitària
dc.description.peerreviewedPeer Reviewed
dc.rights.accessRestricted access - publisher's policy
drac.iddocument14970068
dc.description.versionPostprint (published version)
dc.date.lift10000-01-01
upcommons.citation.authorSuñe, A.; Gibb, J.
upcommons.citation.contributorInternational Network of Business and Management Journals
upcommons.citation.pubplaceBarcelona
upcommons.citation.publishedtrue
upcommons.citation.publicationName2014 INBAM Conference Proceedings
upcommons.citation.startingPage1
upcommons.citation.endingPage22


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