Abstract This conceptual paper focuses on the importance of extending collaborative dynamic capabilities (C-DCs) view and its emphasis boundary spanning strategic communities (SCs) from firm -centric to network perspective. The C-DC is an original theoretical perspective that offers a good explanation corporate-level transformations in context cross-sectoral convergence. Although focus prevaili...

Globally, competitive performance of the manufacturing sector remains lifeblood an economy because critical role it plays in a country’s long-term prosperity. Despite increased awareness about essence strategic capabilities, is evident that dynamics business environment still presents fresh daily challenges to sector. In addition, sugar companies Kenya have not found way exploit this conjunctur...

This paper presents a study on determine the importance of strategic foresight factors affecting dynamic capabilities an organisation. Literature review found that 19 which are clustered in five domains namely environmental scanning; scenario planning; knowledge creation; culture and formal organization. Data collection adopted purposive random sampling technique questionnaire survey amongst in...

This study empirically examined the patterns and performance consequences of strategic changes of SMEs in response to environmental changes, based on longitudinal data from 102 Korean electronic parts SMEs for the period from 1990 to 2001. Using the dynamic analysis of strategic groups in the Korean electronic parts SMEs, this study found that four to five different strategic patterns (subcontr...

Research literature in strategic management indicates that firms may gain a competitive advantage in rapidly changing market environments by concentrating on their dynamic capabilities – i.e., product flexibility and agility in organizational transformation in response to rapidly changing market conditions and customer requirements. Service-oriented computing (SOC) has emerged as an architectur...

The concept of dynamic capabilities is quantified in the context of strategic decision-making. Specifically, it is how business mission and value proposition formulation process, along with Knowledge Management (KM) infrastructure, help managers to create and develop dynamic capabilities by articulating and codifying relevant or critical knowledge configurations to the organisation’s domain. Fi...