Dynamic capabilities and performance : strategy, structure and environment

By Ralf Wilden, Siegfried P. Gudergan, Bo Bernhard Nielsen, Ian Lings. 2013

871 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d6ae567d0345791147d4cce12b23a09a9554e849

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In Strategy and Management

Citations in the corpus

Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, neutral): “(Wilden et al., 2013: 89) [Resource base] 28 (9.4”
Re-examining online customer experience to include purchase frequency and perceived risk (2015, methodology): “The concept of model fit in PLS-SEM differs from that of CB-SEM, as no universal fit statistic exists (Henseler and Sarstedt, 2013; Wilden et al., 2013).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, positive): “In support of this view, Wilden et al. (2013) find that organic organizational structures positively moderate the relationship between DCs and firm survival and firm growth.”
A Capability Perspective on Relationship Ending and Its Impact on Product Innovation Success and Firm Performance (2017, background): “…relationship ending capabilities provide a favorable condition in which the business relationship portfolio can be redesigned and new inter-firm resource combinations are allowed to develop in order to better leverage innovativeness (Dixon et al., 2013; Heimeriks et al., 2009; Wilden et al., 2013).”
Big data analytics and artificial intelligence pathway to operational performance under the effects of entrepreneurial orientation and environmental dynamism: A study of manufacturing organisations (2020, background): “A firm does this by adjusting its processes to reduce costs (Wilden et al., 2013), allowing it to innovate profitably (Teece, 2012); offer themselves new sets of decision choices (Wilden et al.”
The Influence of Industry Characteristics and Dynamic Capabilities on Firms’ Profitability (2017, background): “They provide new decision options that could generate higher profitability (Wilden et al. 2013).”
When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit (2018, positive): “For example, as internal contingencies, organizational structure, culture, and managerial cognition might play an important role because they shape how organizational actors interact with each other in effectuating change (Fainshmidt and Frazier, 2017; Wilden et al., 2013, 2016).”