Managing Dynamic Capability in the Public Sector

This research aims to examine how the Bandung City government navigates the significant challenges of managing the COVID-19 pandemic through the lens of the dynamic capability framework. The pandemic has posed an unprecedented challenge, requiring exceptional measures and responses. Despite the extensive literature on firm-level dynamic capabilities, there has been insufficient attention to the origins and dynamic development of similar capacities within the public sector. This study employs a qualitative case study approach, gathering data from interviews, official reports, and secondary sources. The findings reveal that Bandung City effectively employed dynamic capabilities in sensing, seizing, and transforming activities. Sensing involved systematic information collection and data analysis to understand the virus’s spread and impact. Seizing included proactive public awareness measures, regulatory actions, strategic resource allocation, and the swift execution of decisions. Transforming was demonstrated through the implementation of new business models and processes, enhancing knowledge management, and fostering sustainability initiatives. The study underscores the critical role of collaboration, proactive strategies, and adaptability in managing public health crises. It highlights how dynamic capabilities can enhance the effectiveness and resilience of public sector responses to unprecedented challenges by fostering a comprehensive and inclusive approach involving diverse stakeholders, including academics, central agencies, and the media. Future research should explore comparative studies across different cities and investigate leadership styles that support the development and application of dynamic capabilities in the public sector.