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Dynamic capabilities, operational changes, and performance outcomes in the media industry
Lappeenranta University of Technology, Finland.
Lappeenranta University of Technology, Finland.
University of Manchester, UK.
Södertörns högskola, Institutionen för samhällsvetenskaper, Företagsekonomi.ORCID-id: 0000-0003-2125-6155
2018 (engelsk)Inngår i: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 89, s. 251-257Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

The dynamic capabilities theorem posits that rapidly changing operating environments necessitate dynamic capabilities (i.e. sensing, seizing and reconfiguring) for success. Dynamic capabilities reconfigure existing asset positions and create organizational renewal. We contend that higher performance outcomes can be achieved when dynamic capabilities interact with operational-level changes (i.e., changes in management and practices or changes in used technologies and target markets). The present study explores different pathways of dynamic capabilities and operational-level changes for performance success in a media industry context (i.e., magazines). Due to the digitalization of its business, the media industry has undergone significant changes the past years. We use a set-theoretic approach with fsQCA and data from 78 magazines to test our conceptualization. Our findings contribute to the literature of dynamic capabilities by providing empirical evidence on the relationship between dynamic capabilities, operational changes, and performance.

sted, utgiver, år, opplag, sider
Elsevier, 2018. Vol. 89, s. 251-257
Emneord [en]
Dynamic capabilities, Operational changes, Performance, Turbulent environments
HSV kategori
Identifikatorer
URN: urn:nbn:se:sh:diva-35665DOI: 10.1016/j.jbusres.2018.01.037ISI: 000438002000028Scopus ID: 2-s2.0-85040768500OAI: oai:DiVA.org:sh-35665DiVA, id: diva2:1223116
Tilgjengelig fra: 2018-06-25 Laget: 2018-06-25 Sist oppdatert: 2022-10-03bibliografisk kontrollert

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