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Dynamic Capabilities and Business Continuity Management in Small and Medium-Sized Enterprises from the Recovery Process Following the 2016 Kumamoto Earthquake

In: Strategic Management and Innovation Strategies

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  • Kohei Mishima

    (Keio University)

Abstract

This paper examines the process of dynamic capability (DC) formation using the 2016 Kumamoto earthquake as a case study. The research questions here “In the case of non-continuous environmental change, what kind of interaction between managers, the workplace, and external organizations leads to the dynamic formation of Dynamic Managerial Capabilities (DMC)? What kind of DCs emerge in small and medium-sized enterprises?”. This study clarified that the decision-making of the manager was not a pre-prepared one, but that DMCs emerged as an interaction with employees and external organizations. Thus, DCs were concretely manifested as a series of responses to change, such as sensing change, determining a response policy, and reconfiguring operations.

Suggested Citation

  • Kohei Mishima, 2025. "Dynamic Capabilities and Business Continuity Management in Small and Medium-Sized Enterprises from the Recovery Process Following the 2016 Kumamoto Earthquake," Springer Books, in: Takabumi Hayashi & Yoshikazu Sakamoto (ed.), Strategic Management and Innovation Strategies, chapter 0, pages 303-317, Springer.
    • Handle: RePEc:spr:sprchp:978-981-96-8437-3_12
    DOI: 10.1007/978-981-96-8437-3_12
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