Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach

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The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…capabilities approach Di Stefano et al.(2010) Quantitative Bibliometrics/co-citation analysis Structure of the dynamic capabilities research domain Dixon et al.(2010) Conceptual Literature review; hypothesis development Theoretical framework of organizational transformation Døving & Gooderham…”
LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, unknown): “For example, socialist institutional imprinting may inhibit a firm’s awareness of the need to change, and hence affect organizational learning (Dixon et al., 2010).”
Effectuation, Exploratory Learning and New Venture Performance: Evidence from China** (2017, background): “To cope with rapid shifts in institution and market in transitional economies (Dixon, Meyer, and Day 2010; Peng and Luo 2000), flexibility enables new ventures to engage in exploratory learning for capability building and creative resource combination.”
What Facilitates Dynamic Capabilities? The Role of Organizational Climate for Trust (2017, background): “…important to competitive advantage (e.g., Drnevich and Kriauciunas, 2011; Schilke, 2014a, 2014b; Stadler et al., 2013; Wilden et al., 2013), what drives dynamic capabilities remains an open question (Danneels, 2008; Dixon et al., 2010; Foss et al., 2012; Wang et al., 2015; Zollo and Winter, 2002).”