A General Dynamic Capability: Does it Propagate Business and Social Competencies in the Retail Food Industry?*

By Alfred A. Marcus, Marc H. Anderson. 2006

222 citations recorded by the source corpus.

Subfields: Business and International Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5ef1e926445cd02bc752de7a5550719d020f090d

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Citations in the corpus

Natural Environment, Market Orientation, and Firm Innovativeness: An Organizational Life Cycle Perspective (2011, background): “Second, because the firms in this industry deal with products for human consumption, safety, quality, and consistency are critical components of a firm’s reputation (Marcus and Anderson 2006).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…models Malik & Kotabe (2009) Quantitative OLS regression Analysis of model of the dynamic capability development mechanisms in emerging markets Marcus & Anderson (2006) Quantitative Regression Investigation of whether a general dynamic capability affects both firms' skills in supply chain…”
How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship (2012, unknown): “As a result, the more difficult it is for a firm engaging in less-related or even unrelated CSR activities to improve its financial performance (Marcus and Anderson, 2006).”
Dynamic Capabilities: A Review of Past Research and an Agenda for the Future (2010, methodology): “…propensity is relevant only if the organization also has the propensity to sense opportunities and threats (Gilbert, 2006; Teece, 2007), and a reconfiguration propensity achieves a high effect only when combined with a propensity to make market-oriented decisions (Menguc & Auh, 2006).”
The Essence of Dynamic Capabilities and their Measurement (2018, unknown): “(2015), Malik and Kotabe (2009), Marcus and Anderson (2006), McKelvie and Davidsson (2009), Schilke and Goerzen (2010), Slater et al .”
What We Know and Don’t Know About Corporate Social Responsibility (2012, background): “An alignment of CSR with firm mission and values is an important predictor of CSR (Bansal, 2003; Maignan et al., 1999; Marcus & Anderson, 2006).”
Eco-Innovation Through Integration, Regulation and Cooperation: Comparative Insights from Case Studies in Three Manufacturing Sectors (2011, methodology): “In particular, organizational learning can be understood as a dynamic capability (Teece et al., 1997; Marcus and Anderson, 2006) that helps to develop new or adapt existing capabilities that improve corporate responses to regulation for example in terms of the innovation offsets proposed in the…”