On the Contingent Value of Dynamic Capabilities for Competitive Advantage: The Nonlinear Moderating Effect of Environmental Dynamism

By Oliver Schilke. 2014

1,172 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8ecd6e875c94cd9045b6d65653dd271f4c55174b

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Citations in the corpus

Alliance Capabilities (2015, background): “Coordination captures the ability of the firm to efficiently manage the division of task responsibility, interdependence, and operational processes between alliance partners (Schilke, 2014; Schreiner et al.).”
Achieving superior organizational performance via big data predictive analytics: A dynamic capability view (2019, background): “The past decade has witnessed the emergence of DCV as one of the most influential views in management (Schilke, 2014).”
What Facilitates Dynamic Capabilities? The Role of Organizational Climate for Trust (2017, background): “…evidence and theoretical work suggests that dynamic capabilities are 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…”
Blockchain technology for enhancing swift-trust, collaboration and resilience within a humanitarian supply chain setting (2020, background): “The use of key informants is in common in organisational research (see Schilke 2014; Moshtari 2016; Srinivasan and Swink 2018; Fosso Wamba et al. 2019), common method bias might create problem in some studies (see Podsakoff et al. 2003; Ketokivi and Schroeder 2004).”
Success Traps, Dynamic Capabilities and Firm Performance (2015, positive): “Further, we tested the moderating effects of market dynamism and strategy types, following the dominant contingent view arguing that DCs' benefits depend on their context (Levinthal 2000; Sirmon and Hitt, 2009; Schilke, 2013), and especially, DCs are affected by changes in the environment and organi”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, positive): “…regression Identification of replication and renewal as two types of strategies that firms use to add a dynamic component to their capabilities Schilke (2014b) Quantitative, qualitative Qualitative field interviews, large scale survey, OLS regression analysis Examination of the effect of…”
When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit (2018, neutral): “, misfit) are more severe (McArthur and Nystrom, 1991), and dynamic capabilities within a differentiation orientation may be an overly costly and uncertain path to change in such a context (Schilke, 2014).”
Customer involvement capability and service firm performance: The mediating role of innovation (2017, background): “This study provides empirical support for the specific consequence of second-order capability such as involvement capability which Schilke (2014) indicates that little attention has been paid to it in the literature.”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “opportunity for future research not only to investigate the interplay between the two types of dynamic capabilities (also see Heimeriks, Schijven, & Gates,2012; Peteraf et al., 2013; Schilke, 2014a) but to also shed light on their potentially distinct antecedents and their relative performance impac”