Online from: 1993
Subject Area: Organization Studies
Options: To add Favourites and Table of Contents Alerts please take a Emerald profile
|Title:||The managing director and the development of dynamic capabilities: An application of enactment theory|
|Author(s):||Frank Schlemmer, (School of Management and Economics, Queen's University of Belfast, Belfast, UK), Brian Webb, (School of Management and Economics, Queen's University of Belfast, Belfast, UK)|
|Citation:||Frank Schlemmer, Brian Webb, (2008) "The managing director and the development of dynamic capabilities: An application of enactment theory", International Journal of Organizational Analysis, Vol. 16 Iss: 1/2, pp.109 - 137|
|Keywords:||Competitive advantage, Directors, Small to medium-sized enterprises|
|Article type:||Research paper|
|DOI:||10.1108/19348830810915523 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – This research aims at examining the role of the managing director in the development of dynamic capabilities at SMEs.
Design/methodology/approach – The paper used a mixed-methods approach and conducted case studies at 13 SMEs. The primary sources of data were semi-structured interviews, which were supplemented by quantitative data from a postal survey and content analysis of the companies' websites.
Findings – The paper suggests that managing directors “enact” in the development of dynamic capabilities, if they believe that dynamic capabilities are a source of competitive advantage. If they do not appreciate the importance of dynamic capabilities they can get trapped in a vicious circle.
Research limitations/implications – This research focuses especially on small firms, and it is unlikely that the findings can be applied to large firms.
Practical implications – The key managerial implication is the threat of a vicious circle if the development of dynamic capabilities is neglected.
Originality/value – This paper draws the dynamic capabilities framework and the enactment concept together, suggesting that managerial decisions and behavior affect dynamic capabilities at an organizational level, which then drives firm performance.
Existing customers: login
to access this document
To purchase this item please login or register.
Complete and print this form to request this document from your librarian