How strategic orientations influence the building of dynamic capability in emerging economies

By Kevin Zheng Zhou, C. Li. 2010

603 citations recorded by the source corpus.

Under the fierce pressures of the fast changing environments that characterize emerging economies, firms must develop dynamic capabilities to survive the competition. This study examines how strategic orientation helps build dynamic capability and its contingencies in China's emerging economy. A survey of 380 firms indicates strategic orientations are important drivers of adaptive capability, a key element of dynamic capabilities. The effectiveness of strategic orientations is contingent on market dynamics. In particular, when market demand becomes increasingly uncertain, customer orientation has a weaker impact, whereas technology orientation has a stronger effect on adaptive capability. As competition intensifies, both competitor and technology orientations build adaptive capability more effectively.

Subfields: Business and International Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e3417e97c57d7a66c16f1f35488403530bc52b92

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Citations in the corpus

Exploring the role of dynamic capabilities in firm performance under the resource-based view framework (2014, positive): “…2010; Helfat & Peteraf, 2009; Loasby, 2010; Narayanan, Colwell, & Douglas, 2009; Prange & Verdier, 2011; Teece, 2007; Wang & Ahmed, 2007; Zahra et al., 2006; Zhou & Li, 2010; Zollo & Winter, 2002; Zott, 2003) and most scholars believe that dynamic capabilities increase competitive advantage.”
Big Data consumer analytics and the transformation of marketing (2016, neutral): “In contrast, too much reliance on existing knowledge sometimes hinders a ﬁ rm's adaptive capability (Teece et al., 1997; Zhou & Li, 2010).”
A Review of Dynamic Capabilities, Innovation Capabilities, Entrepreneurial Capabilities and Their Consequences (2020, background): “…capability facilitates the transformation of new or acquired knowledge into usable knowledge that allows a firm to gain competitive advantage (Zhou & Li, 2010; Adeniran & Johnston, 2012) and strategic edge over competitors (Delmas, Hoffmann, & Kuss, 2011; Duchek, 2013; Su, Ahlstrom, Li, &…”
When and with whom to cooperate? Investigating effects of cooperation stage and type on innovation capabilities and success (2017, background): “If companies want to survive they have to respond quickly to new trends and develop the adequate skills and capabilities to acquire and implement emerging technologies (Zhou and Li, 2010).”
Marketing capability, organizational adaptation and new product development performance☆ (2015, background): “However, the literature continues to be constrained by the question of what lead to exploitation and exploration 1 (e.g., Day, 2011; Gupta et al., 2006; Levie & Rosenkopf, 2006; Voss, Sirdeshmukh, & Voss, 2008; Zhou & Wu, 2010; Zhou & Li, 2010).”
The impact of IT capabilities on firm performance: The mediating roles of absorptive capacity and supply chain agility (2013, neutral): “The dynamic capabilities perspective is awidely applied paradigm to explain variance in performance across competing firms [5,68,77,83,84].”