Table A1 Dynamic capabilities and... | Emerald Publishing

Table A1

Dynamic capabilities and definitions

Name of DC and enablers	Definition	References
Product design management	Integrating learning, coordination and skills during the design stage contributes to the skills and knowledge required for effective design management	Santos et al. (2018)
SC collaboration	Refers to enhanced connectivity, which enables companies to exchange information, increase transparency, and analyze data in real time among various partners in the supply chain, contributing to the organization's overall agility and responsiveness	Cao and Zhang (2011), Fawcett et al. (2011)
Information sharing culture-capability	A level of absorptive capability that exploits the know-how gained by companies to increase the willingness to share information. This DC improved the technology deployment level and increased case companies' value creation	Zacharia et al. (2011)
Marketing-capability	Involves the development, release and integration of market knowledge aimed at helping firms evolve and adapt. This capability focuses on enhancing the organisation's marketing strategies and tactics to effectively meet its target customers' changing needs and preferences	Kozlenkova et al. (2014)
Supply market orientation	Involves a collaborative approach among upstream supply chain partners to increase transparency and improve environmental impacts in logistics, quality, productivity and innovation. This capability promotes sustainable and responsible sourcing practices, improves supplier relationships, reduces costs, and enhances organisational performance	Fugate et al. (2008), Foerstl et al. (2020)
Process innovation	Involves deploying any organisational activities to change how things are done, resulting in improved outcomes	Piening and Salge (2015)
Technology management	Involves developing and exploiting technological capabilities, including a range of scientific and technological knowledge and financial activities both within and outside of an organisation. This capability also includes knowledge related to services that create value, encompassing the know-how and know-why aspects of technology management	Cetindamar et al. (2009), De Arroyabe et al. (2021)
Human resource management-capability	Involves deliberately designing and managing employees' knowledge, skills, and abilities to address changes in business environments. This capability encompasses employee well-being, performance and adaptability and focuses on building, integrating and reconfiguring these factors to meet an organisation's evolving needs	Kabongo and Boiral (2017), Apascaritei and Elvira (2022)

Name of DC and enablers	Definition	References
Product design management	Integrating learning, coordination and skills during the design stage contributes to the skills and knowledge required for effective design management	Santos et al. (2018)
SC collaboration	Refers to enhanced connectivity, which enables companies to exchange information, increase transparency, and analyze data in real time among various partners in the supply chain, contributing to the organization's overall agility and responsiveness	Cao and Zhang (2011), Fawcett et al. (2011)
Information sharing culture-capability	A level of absorptive capability that exploits the know-how gained by companies to increase the willingness to share information. This DC improved the technology deployment level and increased case companies' value creation	Zacharia et al. (2011)
Marketing-capability	Involves the development, release and integration of market knowledge aimed at helping firms evolve and adapt. This capability focuses on enhancing the organisation's marketing strategies and tactics to effectively meet its target customers' changing needs and preferences	Kozlenkova et al. (2014)
Supply market orientation	Involves a collaborative approach among upstream supply chain partners to increase transparency and improve environmental impacts in logistics, quality, productivity and innovation. This capability promotes sustainable and responsible sourcing practices, improves supplier relationships, reduces costs, and enhances organisational performance	Fugate et al. (2008), Foerstl et al. (2020)
Process innovation	Involves deploying any organisational activities to change how things are done, resulting in improved outcomes	Piening and Salge (2015)
Technology management	Involves developing and exploiting technological capabilities, including a range of scientific and technological knowledge and financial activities both within and outside of an organisation. This capability also includes knowledge related to services that create value, encompassing the know-how and know-why aspects of technology management	Cetindamar et al. (2009), De Arroyabe et al. (2021)
Human resource management-capability	Involves deliberately designing and managing employees' knowledge, skills, and abilities to address changes in business environments. This capability encompasses employee well-being, performance and adaptability and focuses on building, integrating and reconfiguring these factors to meet an organisation's evolving needs	Kabongo and Boiral (2017), Apascaritei and Elvira (2022)