The Role Of Dynamic Capabilities In E-Business Transformation

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Moreover, it enhances the understanding of dynamic capabilities in this context, providing valuable insights and practical implications for Chinese enterprises aiming to improve their digital transformation efforts through effective knowledge transfer and cultivation of

The Role of Dynamic Capabilities as Drivers of Business Model ...

Digital Transformation (DT) has been considered a critical structural change for SMEs to be responsive and agile in today’s dynamic and turbulent business environments. This significance is more evident in mobility and transport systems in which the sector is undergoing radical technological changes in the context of smart cities. However, SMEs must possess This study investigates the consequences of digital transformation (DT) over performance in the case of innovative Small and Medium-sized Enterprises (SMEs). SMEs represent a heterogeneous kind of company in terms of capabilities. By focusing on their innovative character as a boundary condition, we increase our understanding of this

Digital transformation and organizational resilience

Exploring the Role of Digital Transformation for Agile and Resilience Business: A Conceptual Model Based on Dynamic Capabilities View This study found that digital dynamic capabilities through sensing, seizing, and reconfiguring capability are essential to the success of digital transformation. Moreover, this study highlights the critical role of digital transformation and organizational agility in Moreover, the connection between digital capabilities and business model innovation is mediated by dynamic capability. The ndings also illustrate that organisational inertia fi

This research aims to explore how digital dynamic capabilities (digital sensing, digital capturing, and digital transforming capability) enable digital transformation to enhance the environmental performance of SMEs in Oman, focusing on understanding the moderating role of cost in this relationship. Data was collected from 409 SMEs through a survey and analyzed by

Abstract Read online The aim of the paper is to analyse the impact of dynamic capabilities, business model and organizational culture on the digital transformation process of a traditional organization. Our approach will try to determine to what extent the success of the digital transformation journey is influenced by these three factors and this in spite of the novelty and

By being a business-to-business market, the consulting environment might inform readers how design thinking dynamic capabilities are salient for digital transformation. Examining them, the paper proposes five design thinking dynamic capabilities that managers should cultivate: extending, debating, cropping, interpreting, and recombining. By examining dynamic capabilities as mediators, we reveal organizational mechanisms that enable the successful integration of digital innovation. The findings provide actionable insights for business leaders and policymakers in promoting innovation within the The study also examines a mediation role for dynamic capabilities in reconfiguring operational capabilities in a firm so that to enhance its

Table 2 E-business transformation dynamic capabilities

The role of dynamic capabilities in e-business transformation
Digital transformation and organizational resilience
The Role of Dynamic Capabilities in Overcoming Socio

The researcher fills this gap by proposing new model for digital transformation readiness. The study also examines a mediation role for dynamic capabilities in reconfiguring operational capabilities in a firm so that to enhance its readiness for digital transformation strategy. Digital transformation (DX) goes beyond technology adoption to include strategic and operational improvements, transforming how organizations operate and produce value (Vial, 2021). In an era of intensifying environmental turbulence and technological disruption, building resilience through digital capabilities is crucial for organizational survival and adaptability

What seems to lack in the current understanding is how the dynamic capabilities of design thinking can facilitate digital transformation. Thus, the paper aims to shed light on how dynamic capabilities of design thinking foster discovering the opportunities digital technologies provide to enact the transformation.

Other research has examined the relationship between computing capabilities and organizational performance, with a mediating effect on dynamic process-driven capabilities. We extend this flow of literature and examine the same relationship by taking into account the capabilities of artificial intelligence (AI). The aim of the paper is to analyse the impact of dynamic capabilities, business model and organizational culture on the digital transformation process of a traditional organization. Our approach will try to determine to what extent the success of the digital transformation journey is influenced by these three factors and this in spite of the novelty and the complexity of the

The empirical results reveal that while digital transformation in family firms is less effective in enhancing short-term performance compared to non-family firms, it significantly boosts long-term performance more than in non-family firms. Dynamic capabilities serve as the mediating path between DT and performance. Dynamic capabilities provide a conceptual foundation that sheds light on digital transformation as a managerial phenomenon. Digital transformation is a growth strategy that has attracted a significant amount investment and is projected to boost the global economy by 2030. However, organizations face challenges in their efforts to develop effective approaches to digital transformation because of the constant need for new strategic choices. Dynamic capabilities and change management are

Therefore, based on dynamic capability theory and systems engineering theory, this study adopts the logical framework of „strategy-behaviour-performance“ to systematically explore the process of digital transformation that enhances firms‘ innovation performance through the enhancement of big data capability and organisational agility.

Digitally-Enabled Dynamic Capabilities for Digital Transformation

Additionally, dynamic capabilities serve as a crucial mediating mechanism between digital maturity and innovation performance, reinforcing the importance of organizational agility and resource reconfiguration in digital transformation.

Together, collaborative alliances and leadership amplify the adaptive potential of dynamic capabilities, highlighting their critical role in driving MSMEs’ transformation towards omnichannel strategies in resource-constrained settings. Empirically, the author examined the role of dynamic capabilities in the transformation of operationalized components of the business model of the two acquirers (Samsung and Microsoft) by means of the acquisition of technology-advanced firms (Harman and LinkedIn) in 2016.

In the current complex and rapidly evolving business environment, organizational resilience (OR) significantly influences the acceleration of the digital transformation (DT) process within enterprises, yet few studies have elucidated the mechanisms through which OR drives DT. The purpose of this paper is to investigate the theoretical underpinnings and general principles

Also, digital transformation was found to moderate the link between transforming and enterprise agility, while IT allignment acted as a mediator. The study offers novel evidence uncovering the mechanism whereby sub-dimensional

Digital Transformation, Platforms, & Dynamic Capabilities, 81st Meeting of the Academy of Management, 2021 Winning with Dynamic Capabilities in Uncertain Times, Dong-A Business Forum, 2018 Additional Presentations Available on SlideShare Conceptual Highlights Processes Three dynamic capabilities are necessary in order to meet new challenges. It also points to the essential role of dynamic capabilities in adapting operational capabilities for any market change. Organizations shall prepare themselves for digital transformation strategy by focusing on developing capabilities needed for this strategy to reduce the risk of failure. We identify specific dynamic capabilities that are necessary for e-business transformation and identify practices in developing these capabilities that are both effective and common across

Our research makes some useful contributions to the dynamic capability view by enhancing theoretical understanding, of the role of government in building digital capabilities in uncertain times, to improve supply chain resilience. It also bridges the research gaps between macro and micro perspectives, as identified by management

The integrative framework demonstrates how the three core capabilities of digital sensing, digital seizing, and digital reconfiguring manifest through associated capabilities of Strategic Sensing, Rapid Prototyping, Organization Structure, Business Model Transformation, and Cultural/Mindset Transformation.

As industries increasingly embrace digital transformation, the role of dynamic capabilities in shaping organizational outcomes has become more pronounced.

The purpose of this study is to explore the role dynamic capabilities have in the development of innovation-related operational capabilities. As dynamic capabilities by nature are processes and practices that advocate change, we aim to uncover the actual practices through which change strategies are implemented. Digital business model transformation (DBMT) necessitates new managerial capabilities, yet the existing literature lacks an empirical understanding of managerial capabilities as antecedents to strategic change and firm performance. This paper builds on dynamic managerial capabilities theory to argue that managerial human capital—composed of

Eight distinct dynamic capabilities are identified, each appearing to address either innovative or integrative aspects of e-business transformation. Consistent with previous studies of dynamic markets it was found that ‘best practice’ involved simple, experiential and iterative approaches to these necessary capabilities.

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