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Dynamic capabilities and their indirect impact on firm performance

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Author Info

  • Aimilia Protogerou
  • Yannis Caloghirou
  • Spyros Lioukas

Abstract

This article seeks to empirically explore the relationship between dynamic capabilities and firm performance. In particular, it addresses the question of whether dynamic capabilities impact directly or indirectly on performance. In doing so, the article articulates and measures a construct of dynamic capabilities and using structural equation modeling it examines whether their impact on performance is mediated through operational--marketing and technological--capabilities. The proposed model is tested in different levels of environmental dynamism using data on 271 Greek firms belonging to the manufacturing sector. Empirical findings suggest that dynamic capabilities impinge on operational capabilities which in turn have a significant effect on performance. Direct effects on performance are found to be insignificant. Furthermore, similar effects seem to hold for both higher and lower levels of environmental dynamism. Theoretical and practical implications are discussed. Copyright 2012 The Author 2011. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved., Oxford University Press.

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File URL: http://hdl.handle.net/10.1093/icc/dtr049
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Bibliographic Info

Article provided by Oxford University Press in its journal Industrial and Corporate Change.

Volume (Year): 21 (2012)
Issue (Month): 3 (June)
Pages: 615-647

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Handle: RePEc:oup:indcch:v:21:y:2012:i:3:p:615-647

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Cited by:
  1. Elena Feltrinelli & Roberto Gabriele & Sandro Trento, 2013. "Do middle managers matter?," DEM Discussion Papers 2013/11, Department of Economics and Management.
  2. Fabiola Baltar, 2013. "A Suitable ‘GPS’ for SME’s: the Strategic Planning and Organizational Learning Nexus," Journal of Knowledge Management, Economics and Information Technology, ScientificPapers.org, vol. 3(2), pages 1, April.

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