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SECOND-ORDER DYNAMIC CAPABILITIES: HOW DO THEY MATTER?
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DOI：10.5465/amp.2013.0093.png)
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Abstract
En 中文
Similar to the fairly well-established distinction between substantive capabilities and dynamic capabilities, a further distinction can be made between first-order dynamic capabilities (which have been the subject of much interest and debate over the past two decades) and second-order dynamic capabilities (which have received considerably less attention thus far). Based on a large-scale survey study in the context of strategic alliances, this paper empirically examines second-order dynamic capabilities in two ways. First, I find that, for the most part, the performance effect of second-order dynamic capabilities is indirect and mediated by first-order dynamic capabilities. Second, results show a negative interaction between first- and second-order dynamic capabilities, suggesting that they function as substitutes in affecting performance outcomes. These findings contribute to a better understanding of the interplay between levels of the dynamic capabilities hierarchy.
Keywords:
RESOURCE-BASED VIEW
OPERATIONAL CAPABILITIES
KNOWLEDGE MANAGEMENT
ALLIANCE CAPABILITY
STRATEGIC ALLIANCES
FIRM-LEVEL
PERFORMANCE
ANTECEDENTS
EXPERIENCE
ROUTINES
Journal
IF:
5.7
Papers:
678
Citations:
5.7K
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ORGANIZATIONAL ROUTINES ARE STORED AS PROCEDURAL MEMORY - EVIDENCE FROM A LABORATORY STUDY.png)
ORGANIZATION SCIENCE
ORGANIZATION SCIENCEIF5.4
PREAI
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