The Evolving Firm: How Dynamic and Operating Capabilities Interact to Enable Entrepreneurship

By L. Newey, Shaker A. Zahra. 2009

356 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e0da35b6f3749c91e698fcca73d78e34f5f0861e

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Citations in the corpus

Influence of Technological Assets on Organizational Performance through Absorptive Capacity, Organizational Innovation and Internal Labour Flexibility (2018, neutral): “While recognizing the value of exploiting new and external information is essential to increasing knowledge in the company, transformation and utilization of assimilated knowledge are crucial to enhancing the firm’s innovation capacity [6,72].”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “…Miyake & Nakano, 2007), or more broadly on the impacts of such development in terms of either competitive advantage (Athreye et al., 2009; Hagen & Lodha, 2004; Li, Qian, & Ng, 2006; Newey & Zahra, 2009; Pavlou & El Sawy, 2006) or organisational performance (Lee & Slater, 2007; Ma & Dissel, 2008).”
The digitalization and public crisis responses of small and medium enterprises: Implications from a COVID-19 survey (2020, background): “Organizational inertia may pull firms away from observing external environment changes and adapting to them (Newey and Zahra 2009).”
Absorptive capacity and relationship learning mechanisms as complementary drivers of green innovation performance (2018, background): “…2006; Wales et al., 2013), and helps companies to introduce external knowledge that will allow the development of new products/services and ideas (Newey and Zahra, 2009) differentiating the firm from their competitors (Jansen et al., 2006; García-Zamora et al., 2013), and gives firms a…”
Structured knowledge processes and firm performance: The role of organizational agility (2016, background): “Consequently, firms need to find ways not only to adequately manage the knowledge but also to ensure the development and subsequent sustaining of the organization's agility (Newey & Zahra, 2009; Shahrabi, 2012).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, neutral): “…capabilities on firm performance Narayanan et al.(2009) Qualitative Narrative analysis Investigation of the process of dynamic capability development Newey & Zahra (2009) Qualitative Iterative inductive and deductive theory building; process research method; longitudinal case study Theorizing…”
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic (2021, background): “One important stream of research has focused on a firm’s adaptive capacity when reacting to exogeneous shocks (e.g., Newey and Zahra, 2009), which is the “ability to self- adapt” to rapid change (Aggarwal et al., 2017, p. 5; see also: Mahdad et al., 2020).”
Entrepreneurial orientation and export intensity: Examining the interplay of organizational learning and innovation (2015, background): “Innovation is a crucial factor in the firm’s outcomes as a result of developments in the competitive environment (Newey & Zahra, 2009).”
The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts (2010, neutral): “A company’s absorptive capacity is the quality which enables knowledge to be converted into new products, services or processes to support innovation (Harrington and Guimaraes, 2005; Newey and Zahra, 2009; Zahra and George, 2002).”