TY - JOUR
T1 - Dynamic non-market capabilities in developing countries
T2 - An exploratory study
AU - Akbar, Yusaf
AU - Fabriczki, Eszter
PY - 2024
Y1 - 2024
N2 - Business executives are increasingly confronted with a non-market environment characterised by high levels of uncertainty. While dynamic capabilities and uncertainty are examined in business strategy contexts, few non-market strategy studies explicitly refer to them as a means of responding to uncertainty. This study employs an exploratory, qualitative methodology in our paper that examines the role played by dynamic capabilities deployed by executives in the management of non-market strategy. Our study makes three contributions to the extant literature. It builds exploratory theoretical and empirical linkages between dynamic capabilities and non-market strategy. It examines antecedents of dynamic non-market capabilities, and it explores three specific dynamic capabilities in a non-market context: ambidexterity, absorptive capacity, and continuous morphing. Using in-depth interviews with senior executives from developed and developing countries and employing deductive content analysis, we find the utilisation of dynamic non-market capabilities is prevalent in two cases: (a) when a manager’s professional experience has been in a developing country or (b) their life experience was in a developed country.
AB - Business executives are increasingly confronted with a non-market environment characterised by high levels of uncertainty. While dynamic capabilities and uncertainty are examined in business strategy contexts, few non-market strategy studies explicitly refer to them as a means of responding to uncertainty. This study employs an exploratory, qualitative methodology in our paper that examines the role played by dynamic capabilities deployed by executives in the management of non-market strategy. Our study makes three contributions to the extant literature. It builds exploratory theoretical and empirical linkages between dynamic capabilities and non-market strategy. It examines antecedents of dynamic non-market capabilities, and it explores three specific dynamic capabilities in a non-market context: ambidexterity, absorptive capacity, and continuous morphing. Using in-depth interviews with senior executives from developed and developing countries and employing deductive content analysis, we find the utilisation of dynamic non-market capabilities is prevalent in two cases: (a) when a manager’s professional experience has been in a developing country or (b) their life experience was in a developed country.
U2 - 10.1504/EJIM.2022.10050645
DO - 10.1504/EJIM.2022.10050645
M3 - Article
SN - 1751-6757
JO - European Journal of International Management
JF - European Journal of International Management
ER -