The Role of Dynamic Capabilities in Responding to Digital Disruption: A Factor-Based Study of the Newspaper Industry

By Jahangir Karimi, Zhiping Walter. Journal of Management Information Systems, 2015

806 citations recorded by the source corpus.

Subfields: Information Systems, Information Systems and Management, Media Technology

View Paper: https://www.semanticscholar.org/paper/040b32ab01d08328378765a4170efeaf8afbb51f

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Citations in the corpus

The Essence of Dynamic Capabilities and their Measurement (2018, neutral): “(2015), who examine the effect of dynamic capabilities on operating routines, and by Karimi and Walter (2015).”
How the Use of Big Data Analytics Affects Value Creation in Supply Chain Management (2015, neutral): “dynamism puts great pressure on firms to leverage organizational knowledge to guide their courses of action [23, 42, 71].”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “Employee attitudes to disruption have long been studied within sectors such as manufacturing and automotive engineering (Chao and Kozlowski, 1986; Haddad, 1996; Gurtoo and Tripathy, 2000) media and libraries (Jones, 1999; Karimi and Walter, 2015), which were among some of the first to undergo techno”
Digital transformation: A multidisciplinary reflection and research agenda (2021, positive): “By continuously sensing and seizing market opportunities, digital agility fosters the recombination and development of new products, services and business models that enhance the value created for the customer (Karimi & Walter, 2015; Sambamurthy et al., 2003; Teece, 2010).”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “…amulti-step causal chain, inwhich resource changes are the intermediate outcomes of dynamic capabilities, and these resource changes are the causal mechanisms7 through which dynamic capabilities affect performance outcomes (e.g., Karimi & Walter, 2015; Protogerou, Caloghirou, & Lioukas, 2012).”
How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity (2019, background): “Successful implementation of digital technologies involves the resources and capabilities of the whole organization (Karimi & Walter, 2015).”
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change (2020, background): “…339) is key to marshalling this integration in the course of DT. Executions of such plans involve activities to unlock organizations , for example by developing dynamic capabilities (e.g., Karimi and Walter, 2015) and enhanced organizational learning abilities (e.g., Schuchmann and Seufert, 2015).”
Strategy archetypes for digital transformation: Defining meta objectives using business process management (2020, background): “J Despite new opportunities for product and service innovation, it is frequently perceived as a threat to traditional business models, current organizational structures, and well-established business operations [3-5].”
Digital transformation in business and management research: An overview of the current status quo (2022, background): “Karimi and Walter (2015) focused on the impact of the dynamics between routines and dynamic capabilities when adopting new technologies.”