Differences in Understanding Dynamic Capabilities in Direct Research
Artykuł w czasopiśmie
MNiSW
100
Lista 2023
| Status: | |
| Autorzy: | Panasiewicz Leszek |
| Dyscypliny: | |
| Aby zobaczyć szczegóły należy się zalogować. | |
| Rok wydania: | 2023 |
| Wersja dokumentu: | Drukowana | Elektroniczna |
| Język: | angielski |
| Numer czasopisma: | 168 |
| Strony: | 339 - 350 |
| Efekt badań statutowych | NIE |
| Materiał konferencyjny: | NIE |
| Publikacja OA: | TAK |
| Licencja: | |
| Sposób udostępnienia: | Witryna wydawcy |
| Wersja tekstu: | Ostateczna wersja opublikowana |
| Czas opublikowania: | W momencie opublikowania |
| Data opublikowania w OA: | 26 kwietnia 2023 |
| Abstrakty: | angielski |
| Purpose: The aim of the research was to identify views regarding the capability of enterprises as expressed by members of their managerial staff. The research paid particular attention to the issue of "dynamism" of capabilities, that is, the capability itself and how to distinguish dynamic capabilities from non-dynamic capabilities. Design/methodology/approach: The research was carried out using the qualitative method, by collecting and analysing the written statements of management representatives from twentyseven companies of various sizes and industries. Findings: The ability to distinguish oneself from the competition is a basic issue in the formation of the company's strategy. However, as demonstrated in the literature review, the newer theory of enterprise capability, which is dynamic capabilities, is not only constantly changing, but the background is still not clear enough to be a useful tool for management practitioners. These findings have led to the formulation of questions as to what extent and how management practitioners use theories about organisational capabilities? How do they understand this issue and how do they put it into practice? Thanks to empirical research, it is possible to answer these questions. Seven clear differences were identified between dynamic and non-dynamic capability portfolios that are closer in character to distinctive capabilities or core competence. These differences are the main components of two different ways of understanding the logic of an organisation's operation. Practical implications: Empirical research has identified the beliefs that limit the ability to perceive the role or capabilities of dynamic capabilities in practice. The research also suggests a possible scenario for the dynamisation of the capacity portfolio. Social implications: The results of the study highlight the role of the linguistic representation of knowledge in the field of management and its impact on the pro-innovation ("prodynamics") of managerial thinking. In this way, they refer to educational strategies aimed at the professionalisation of managerial staff. Originality/value: This study presents real ways of understanding the issue of the organisational capabilities of management practitioners. The results may be useful for practicing managers, specialists in the field of managerial education, as well as researchers exploring the issues of dynamic capabilities and organisational competences. |
