Measure instruments for DCs found in the systematic review with their respective context on DCs
| Context | Research objective | Details | Authors | Cita |
|---|---|---|---|---|
| Innovation | To evaluate how technological governance affects dynamic capability of innovation and cooperation on Brazilian multinationals | The scale evaluates aspects of dynamic capabilities related to the organization’s capability to rearrange existing resources and its capability to create new resources | da Costa and Porto (2014) | 5 |
| To propose a model to identify the antecedents of radical product innovation | The scale measures the impact of dynamic capabilities on the transformation of product and services as well as on the transformation of markets on radical product innovation | Herrmann et al. (2007) | 186 | |
| To operationalize specific dynamic capabilities for service innovation, based on Teece’s (2007) framework | The scale measures the dynamic capabilities and their impact on service innovation. The scale items are structured according to the three classes of dynamic capabilities (sensing, seizing, transformation) (Teece, 2007) | Janssen et al. (2015) | 26 | |
| To develop and test a theoretical framework that explains how information technology can contribute to service innovation performance. The framework is based on the dynamic capability theory of Teece (2007) | The scale measures how dynamic capabilities of sensing, seizing and transforming can influence service innovation performance. In this study, service innovation performance is considered a dynamic capability as well | Plattfaut et al. (2015) | 11 | |
| To study innovation capability in the context of export market. Authors also intend to develop a scale to measure innovation capability in exporting organizations. The name of the scale is the INNOVSCALE | In the scale focus on new product development. Authors designed the scaled base on the work of Calantone et al. (2002). The scale also strategic capability, technological capability and investments on R&D initiatives | Vicente et al. (2015) | 28 | |
| To examine the relationship between dynamic capabilities (DCs) and technological innovation capabilities as well as to analyze the impact of technological innovation capability on organization’s competitiveness. The research was conducted among Iranian large public organizations | The scale measures the relationship between dynamic capabilities and innovation capabilities. The items that measure dynamic capabilities are based on Teece’s (2007) framework. The items that measure innovation capability cover capabilities related to organizational learning, R&D, resource allocation, manufacturing, marketing, organizing and strategic planning | Shafia et al. (2016) | 6 | |
| To analyze and assess the cumulative effect of dynamics capabilities on service innovation | The scale evaluates dynamic capabilities on network environments. It also evaluates the DCs oriented toward organization’s relationship with partners, the DCs for organizational learning and the DCs of innovation capability | Agarwal and Selen (2013) | 24 | |
| To examine relationship between dynamic innovation capabilities and open innovation activities in breakthrough innovation | Authors designed the research as well as the measurement instrument from the absorptive capacity perspective and also based on organizational inertia theory, and open innovation. It is worth mentioning that authors set innovation capability as a dynamic capability | Cheng and Chen (2013) | 60 | |
| Organizational learning | To examine the effect of organizational learning capability on export intensity and product innovation | The scale evaluates organization’s interaction with the environment and the effect of this interaction on organizational learning capability | Alegre et al. (2012) | 39 |
| To build a multidimensional instrument to measure strategic learning process | The scale measures strategic learning process which is divided in four sub-processes: strategic learning creation, distribution, interpretation and implementation. The scale measures strategic learning as a dynamic capability | Sirén (2012) | 18 | |
| To develop a measurement scale of dynamic learning capabilities | The scale measures dynamic capabilities on the perspective of dynamic learning capabilities. The scale also measures how the organization’s capability to rearrange resources affects knowledge | Verreynne et al. (2016) | 6 | |
| Brand | To develop a multidimensional scale to measure brand management systems in three dimensions: brand orientation, internal branding and strategic brand management. Besides, authors conceptualize brand management system as a dynamic capability | The scale measures brand orientation and brand management as a dynamic capability. Scale also measures the relationship between brand orientation, organizational innovation capability and customer and business performance | Santos-Vijande et al. (2013) | 83 |
| Relationship/customer | The objective of the paper is to analyze and to identify the drivers of dynamic capabilities that improve CRM processes in order to achieve customer-oriented organizational performance | The scale measures aspects of organizational features (market orientation, resource configuration and social network) and their influence on customer relationship-oriented dynamic capabilities. Besides, the scale measures the indirect effect of these organizational features on CRM performance, as well as the direct effect of dynamic capabilities on CRM performance | Desai et al. (2007) | 22 |
| To analyze the effects of export market exploitation and exploration on export performance | The scale measures the capability of scanning export market for opportunities and for new customers. It also measures the organization’s capability of adapting to market turbulence as well as the organization capability of rearranging resources | Lisboa et al. (2013) | 31 | |
| To propose a scale to measure organization’s capacity to introduce new products and services based on customer knowledge management | The scale measures the integrative and structural capacities in managing customer knowledge and their influence on product development | Hakimi et al. (2014) | 6 | |
| Relationship/supplier | To study the role of logistics capabilities on supply chain agilities under the dynamic capability perspective of RBV | The scale was designed to test the theoretical model proposed by the authors. It focuses on supply chain capabilities related to organization’s ability to sense and seize opportunities in the market as well as within customers and partners | Gligor and Holcomb (2014) | 39 |
| To analyze the relationship between supply chain flexibility, competitive performance and IT-enabled sharing capabilities. Authors denote that IT-enables sharing capabilities comprise the organization’s capability to use IT infrastructure to deal with intangible information and to build a network to share information internally and externally | The scale measures the dynamic capabilities of IT-enabled sharing capabilities that allow organizations to adapt to dynamic context of supply chain | Jin et al. (2014) | 65 | |
| To analyze how organizations can increase customer value creation by exploring relationships with supply chain partners, by building internal integration and by developing the dynamic capabilities in order to respond to customer demands. Authors analyze this phenomenon by applying the theory related to relationship marketing and the dynamic capability perspective of RBV | The scale measures the dynamic capability of relationship-enabled responsiveness which is the organization capability to respond to environment demands by combining resources from multiple parties in supply chain | Kim et al. (2013) | 46 | |
| To study the role of business intelligence in supply chain agility context by analyzing the relationship between business intelligence, competence, agile capabilities and supply chain agility | The scale measures the dynamic capability of rearranging resources in order to achieve supply chain agility. It also measures the capability of sensing and responding to environmental changes and demands | Sangari and Razmi (2015) | 28 | |
| To theorize and validate a model that addresses the Triple-A (agile, adaptable, aligned) supply chain as an antecedent of supply chain performance, and supply chain performance as antecedent of organizational performance | The scale measures organizations’ capabilities to sense and to adapt to market changes and the relationship between these capabilities with supply chain agility and organizational performance. In this scale, organizational performance was divided into two dimensions financial performance and marketing performance | Whitten et al. (2012) | 110 | |
| To examine the management of supply chain and innovation. Another objective is to analyze the relationship between strategic supply chain, supply chain capability and industry-led innovation | The scale measures strategic supply chain capability as a dynamic capability. It also measures supply chain performance, supply chain synchronization and industry-led innovation utilization. Supply chain capability was divided into two dimensions: reconfiguration and adaptation | Storer et al. (2014) | 12 | |
| Relationship/partners | This study proposes the construct of networking capability (NC) as a dynamic capability. To accomplish this goal, authors proposed and tested a model | The scale focuses on the capabilities related to the relationship between the organization and its business partners (suppliers and customers). Authors named these capabilities as networking capabilities | Mitrega et al. (2012) | 131 |
| Strategic alliance | To investigate the influence of dynamic capabilities on organization’s capacity to develop valuable, rare, inimitable and non-substitutable resource in the pursuit of better performance. To achieve this objective, authors employed a survey with 1,000 Taiwanese companies | The scale measures four constructs: VRIN resources, non-VRIN resources, dynamic capabilities and performance. The items about VRIN resources focuses on organization’s know-how, firm reputation and experience on cooperative alliance experience. To measure dynamic capabilities, authors adopted the studies of Teece et al. (1997) and Eisenhardt and Martin (2000) | Lin and Wu (2014) | 231 |
| To demonstrate that organization’s orientation to alliances can help it to scan the environment for better opportunities which can result on new partnerships and better alliance strategies | The scale was developed to measure the dynamic capabilities of alliance scanning, alliance coordination and alliance learning. The scale measures the relationship between these capabilities, market orientation and environment turbulence | Kandemir et al. (2006) | 293 | |
| Knowledge | To study how absorptive capability of processing organizational knowledge impact innovative performance | The scale focuses on the organization capability of knowledge processing (which is divided into knowledge acquisition, knowledge utilization and knowledge dissemination). It also assesses the relationship between knowledge processing capabilities and environment dynamism, in order to evaluate the organization ability to adapt to the environment | Jantunen (2005) | 368 |
| To analyze the role of knowledge management by focusing on knowledge management practices and on the dynamic capabilities oriented to knowledge management | The scale measures the constructs of knowledge management practices and knowledge management capabilities | Villar et al. (2014) | 100 | |
| To examine the impact of communication on network relationships and organization performance | The scale measures the capability of sharing information with partners and within organization members and as well as the capability of adapting to the environment | Karayanni (2015) | 3 | |
| To analyze the relationship between dynamic capabilities and environmental crisis as well as to study how organizations use dynamic capabilities during unstable periods. This study was conducted under the perspective of the financial crisis of 2008 | In this scale, dynamic capabilities are measured in different dimensions: reconfiguration routines, leveraging, learning, knowledge creation, sensing and seizing and knowledge integration | Makkonen et al. (2014) | 109 | |
| To analyze the manufacturing strategy process (MSP) under the perspective of RBV | The scale measures dynamic capabilities as organization’s resource-based orientation. This scale measures organization’s capabilities to manage knowledge in order to rearrange its resources in order to sustain competitive advantage | Paiva et al. (2012) | 11 | |
| To develop of a multidimensional scale to measure the individuals’ market-oriented behavior in organizational settings | The scale measures market-oriented behavior through the lens of dynamic capability perspective. The construct of market-oriented behavior is divided into three dimensions: information acquisition, information sharing and strategic response | Schlosser and McNaughton (2009) | 34 | |
| To understand the concept of dynamic capabilities from a knowledge-based perspective and to assess the impact of dynamic capabilities on innovation performance | The scale measures dynamic capabilities divided into three dimensions: knowledge acquisition capability, knowledge generation capability and knowledge combination capability | Zheng et al. (2011) | 118 | |
| Absorptive capacity | To analyze the relationship between absorptive, innovative and adaptive capabilities on project and portfolio performance of R&D projects on pharmaceutical and biotechnology organizations | Scale assesses absorptive capabilities distributed on categories: knowledge recognization, knowledge assimilation, knowledge maintenance, knowledge reactivation, knowledge transformation and knowledge application. It also assesses innovation and adaptation capabilities | Biedenbach and Müller (2012) | 100 |
| To measure the impact of absorptive capabilities on knowledge management | The scale is divided into two categories potential absorptive capacity and realized absorptive capacity | Camisón and Forés (2010) | 411 | |
| To examine the relationship between organization’s openness, absorptive capacity and innovation capability in the in-bound open innovation environment | In their scale, authors focus on innovation success based on the theory of absorptive capacity and dynamic capabilities | Nitzsche et al. (2016) | 6 | |
| Operational capability | To validate an instrument that measures second-order competences (capabilities). The scale is based on the tripod of sensing, seizing and reconfiguring proposed by Teece (2007) | The scale evaluates the dynamic capability of assessing new markets and the dynamic capabilities related to R&D. It also assesses the relationship between dynamic and operational capabilities | Danneels (2016) | 30 |
| To study the role and definition of operational capabilities as well as to identify the difference between operational and dynamic capabilities. Authors also aimed to develop a measurement instrument of operational capabilities | The scale measures the relationship between operational and dynamic capabilities. The scale focuses on the capabilities related to innovation and product. The scale also measures the capabilities related to organization’s capacity to respond to and to take advantage of environmental changes | Wu et al. (2010) | 175 | |
| Governance | To measure the mediating role of organizational capabilities on the relationship between middle managers, middle managers’ autonomy and organizational performance | The scale measures the organizational capabilities under the perspective of dynamic capabilities by including statements regarding organization’s capability to respond and to adapt to environmental changes | Ouakouak et al. (2014) | 44 |
| To propose technical turbulence as a primary contingency factor in the relationship between strategic orientation and firm performance. Author analyzes thy phenomenon under the perspective of resource-based view (RBV) | The scale measures the organization’s capability to respond to technological turbulence as well as the influence of this capability on performance. It also measures the influence of strategic orientation on organizational performance | Pratono (2016) | 9 | |
| To analyze the process of capability development in project management settings | The scale measures the capability to create and rearrange resources in the context of project and portfolio management | Rungi (2015) | 4 | |
| To propose the idea that individual, managerial and team-related initiatives directly impact dynamic capabilities | The scale measures sensing capabilities on organizations, teams and individuals | Sprafke et al. (2012) | 25 | |
| To measure the impact of the chief marketing executives’ mindsets on marketing capabilities as well as the impact of marketing capabilities on performance | The scale measures cross-functional and dynamic marketing capabilities. The scale also measures chief marketing executives’ mindsets regarding marketing capabilities. The items are based on Teece’s (2007) framework | Tollin and Schmidt (2015) | 5 | |
| To evaluate if portfolio management governance enhances firm performance. Authors conduct the study based on the dynamic capability perspective of resource-based view | The scale combines some items from existing scales. Authors added other items to measure portfolio management governance. The instrument measures portfolio management as a dynamic capability even though scale items do cover some basic aspects of the dynamic capability theory | Urhahn and Spieth (2014) | 16 | |
| To examine whether the heterogeneity in alliance capability development can be attributed to some specific leadership behaviors. The research also intends to confirm that transformational leadership has positive influence on the development of some strategic dynamic capabilities. Besides, the research aims to test if transformational leadership allows organization to sustain operational capabilities | Author designed the scale for dynamic capabilities based on literature review. He divides dynamic capabilities into seven dimensions: proactiveness, innovativeness (innovation capability), risk taking, competitive aggressiveness, relational capital, knowledge, and learning. The scale also measures the capabilities of task control and task proficiency | Schweitzer (2014) | 31 | |
| To study how dynamic capabilities of sensing, seizing and reconfiguring are developed in organizations and how they relate to each other | The scale measures the sensing, seizing and reconfiguring capabilities in organizational context. The scale is based on the Teece’s (2007) framework. It also measures the relationship between these capabilities and change performance in work units | Maijanen and Jantunen (2016) | 1 |
| Context | Research objective | Details | Authors | Cita |
|---|---|---|---|---|
| Innovation | To evaluate how technological governance affects dynamic capability of innovation and cooperation on Brazilian multinationals | The scale evaluates aspects of dynamic capabilities related to the organization’s capability to rearrange existing resources and its capability to create new resources | 5 | |
| To propose a model to identify the antecedents of radical product innovation | The scale measures the impact of dynamic capabilities on the transformation of product and services as well as on the transformation of markets on radical product innovation | 186 | ||
| To operationalize specific dynamic capabilities for service innovation, based on | The scale measures the dynamic capabilities and their impact on service innovation. The scale items are structured according to the three classes of dynamic capabilities (sensing, seizing, transformation) ( | 26 | ||
| To develop and test a theoretical framework that explains how information technology can contribute to service innovation performance. The framework is based on the dynamic capability theory of | The scale measures how dynamic capabilities of sensing, seizing and transforming can influence service innovation performance. In this study, service innovation performance is considered a dynamic capability as well | 11 | ||
| To study innovation capability in the context of export market. Authors also intend to develop a scale to measure innovation capability in exporting organizations. The name of the scale is the INNOVSCALE | In the scale focus on new product development. Authors designed the scaled base on the work of | 28 | ||
| To examine the relationship between dynamic capabilities (DCs) and technological innovation capabilities as well as to analyze the impact of technological innovation capability on organization’s competitiveness. The research was conducted among Iranian large public organizations | The scale measures the relationship between dynamic capabilities and innovation capabilities. The items that measure dynamic capabilities are based on | 6 | ||
| To analyze and assess the cumulative effect of dynamics capabilities on service innovation | The scale evaluates dynamic capabilities on network environments. It also evaluates the DCs oriented toward organization’s relationship with partners, the DCs for organizational learning and the DCs of innovation capability | 24 | ||
| To examine relationship between dynamic innovation capabilities and open innovation activities in breakthrough innovation | Authors designed the research as well as the measurement instrument from the absorptive capacity perspective and also based on organizational inertia theory, and open innovation. It is worth mentioning that authors set innovation capability as a dynamic capability | 60 | ||
| Organizational learning | To examine the effect of organizational learning capability on export intensity and product innovation | The scale evaluates organization’s interaction with the environment and the effect of this interaction on organizational learning capability | 39 | |
| To build a multidimensional instrument to measure strategic learning process | The scale measures strategic learning process which is divided in four sub-processes: strategic learning creation, distribution, interpretation and implementation. The scale measures strategic learning as a dynamic capability | 18 | ||
| To develop a measurement scale of dynamic learning capabilities | The scale measures dynamic capabilities on the perspective of dynamic learning capabilities. The scale also measures how the organization’s capability to rearrange resources affects knowledge | 6 | ||
| Brand | To develop a multidimensional scale to measure brand management systems in three dimensions: brand orientation, internal branding and strategic brand management. Besides, authors conceptualize brand management system as a dynamic capability | The scale measures brand orientation and brand management as a dynamic capability. Scale also measures the relationship between brand orientation, organizational innovation capability and customer and business performance | 83 | |
| Relationship/customer | The objective of the paper is to analyze and to identify the drivers of dynamic capabilities that improve CRM processes in order to achieve customer-oriented organizational performance | The scale measures aspects of organizational features (market orientation, resource configuration and social network) and their influence on customer relationship-oriented dynamic capabilities. Besides, the scale measures the indirect effect of these organizational features on CRM performance, as well as the direct effect of dynamic capabilities on CRM performance | 22 | |
| To analyze the effects of export market exploitation and exploration on export performance | The scale measures the capability of scanning export market for opportunities and for new customers. It also measures the organization’s capability of adapting to market turbulence as well as the organization capability of rearranging resources | 31 | ||
| To propose a scale to measure organization’s capacity to introduce new products and services based on customer knowledge management | The scale measures the integrative and structural capacities in managing customer knowledge and their influence on product development | 6 | ||
| Relationship/supplier | To study the role of logistics capabilities on supply chain agilities under the dynamic capability perspective of RBV | The scale was designed to test the theoretical model proposed by the authors. It focuses on supply chain capabilities related to organization’s ability to sense and seize opportunities in the market as well as within customers and partners | 39 | |
| To analyze the relationship between supply chain flexibility, competitive performance and IT-enabled sharing capabilities. Authors denote that IT-enables sharing capabilities comprise the organization’s capability to use IT infrastructure to deal with intangible information and to build a network to share information internally and externally | The scale measures the dynamic capabilities of IT-enabled sharing capabilities that allow organizations to adapt to dynamic context of supply chain | 65 | ||
| To analyze how organizations can increase customer value creation by exploring relationships with supply chain partners, by building internal integration and by developing the dynamic capabilities in order to respond to customer demands. Authors analyze this phenomenon by applying the theory related to relationship marketing and the dynamic capability perspective of RBV | The scale measures the dynamic capability of relationship-enabled responsiveness which is the organization capability to respond to environment demands by combining resources from multiple parties in supply chain | 46 | ||
| To study the role of business intelligence in supply chain agility context by analyzing the relationship between business intelligence, competence, agile capabilities and supply chain agility | The scale measures the dynamic capability of rearranging resources in order to achieve supply chain agility. It also measures the capability of sensing and responding to environmental changes and demands | 28 | ||
| To theorize and validate a model that addresses the Triple-A (agile, adaptable, aligned) supply chain as an antecedent of supply chain performance, and supply chain performance as antecedent of organizational performance | The scale measures organizations’ capabilities to sense and to adapt to market changes and the relationship between these capabilities with supply chain agility and organizational performance. In this scale, organizational performance was divided into two dimensions financial performance and marketing performance | 110 | ||
| To examine the management of supply chain and innovation. Another objective is to analyze the relationship between strategic supply chain, supply chain capability and industry-led innovation | The scale measures strategic supply chain capability as a dynamic capability. It also measures supply chain performance, supply chain synchronization and industry-led innovation utilization. Supply chain capability was divided into two dimensions: reconfiguration and adaptation | 12 | ||
| Relationship/partners | This study proposes the construct of networking capability (NC) as a dynamic capability. To accomplish this goal, authors proposed and tested a model | The scale focuses on the capabilities related to the relationship between the organization and its business partners (suppliers and customers). Authors named these capabilities as networking capabilities | 131 | |
| Strategic alliance | To investigate the influence of dynamic capabilities on organization’s capacity to develop valuable, rare, inimitable and non-substitutable resource in the pursuit of better performance. To achieve this objective, authors employed a survey with 1,000 Taiwanese companies | The scale measures four constructs: VRIN resources, non-VRIN resources, dynamic capabilities and performance. The items about VRIN resources focuses on organization’s know-how, firm reputation and experience on cooperative alliance experience. To measure dynamic capabilities, authors adopted the studies of | 231 | |
| To demonstrate that organization’s orientation to alliances can help it to scan the environment for better opportunities which can result on new partnerships and better alliance strategies | The scale was developed to measure the dynamic capabilities of alliance scanning, alliance coordination and alliance learning. The scale measures the relationship between these capabilities, market orientation and environment turbulence | 293 | ||
| Knowledge | To study how absorptive capability of processing organizational knowledge impact innovative performance | The scale focuses on the organization capability of knowledge processing (which is divided into knowledge acquisition, knowledge utilization and knowledge dissemination). It also assesses the relationship between knowledge processing capabilities and environment dynamism, in order to evaluate the organization ability to adapt to the environment | 368 | |
| To analyze the role of knowledge management by focusing on knowledge management practices and on the dynamic capabilities oriented to knowledge management | The scale measures the constructs of knowledge management practices and knowledge management capabilities | 100 | ||
| To examine the impact of communication on network relationships and organization performance | The scale measures the capability of sharing information with partners and within organization members and as well as the capability of adapting to the environment | 3 | ||
| To analyze the relationship between dynamic capabilities and environmental crisis as well as to study how organizations use dynamic capabilities during unstable periods. This study was conducted under the perspective of the financial crisis of 2008 | In this scale, dynamic capabilities are measured in different dimensions: reconfiguration routines, leveraging, learning, knowledge creation, sensing and seizing and knowledge integration | 109 | ||
| To analyze the manufacturing strategy process (MSP) under the perspective of RBV | The scale measures dynamic capabilities as organization’s resource-based orientation. This scale measures organization’s capabilities to manage knowledge in order to rearrange its resources in order to sustain competitive advantage | 11 | ||
| To develop of a multidimensional scale to measure the individuals’ market-oriented behavior in organizational settings | The scale measures market-oriented behavior through the lens of dynamic capability perspective. The construct of market-oriented behavior is divided into three dimensions: information acquisition, information sharing and strategic response | 34 | ||
| To understand the concept of dynamic capabilities from a knowledge-based perspective and to assess the impact of dynamic capabilities on innovation performance | The scale measures dynamic capabilities divided into three dimensions: knowledge acquisition capability, knowledge generation capability and knowledge combination capability | 118 | ||
| Absorptive capacity | To analyze the relationship between absorptive, innovative and adaptive capabilities on project and portfolio performance of R&D projects on pharmaceutical and biotechnology organizations | Scale assesses absorptive capabilities distributed on categories: knowledge recognization, knowledge assimilation, knowledge maintenance, knowledge reactivation, knowledge transformation and knowledge application. It also assesses innovation and adaptation capabilities | 100 | |
| To measure the impact of absorptive capabilities on knowledge management | The scale is divided into two categories potential absorptive capacity and realized absorptive capacity | 411 | ||
| To examine the relationship between organization’s openness, absorptive capacity and innovation capability in the in-bound open innovation environment | In their scale, authors focus on innovation success based on the theory of absorptive capacity and dynamic capabilities | 6 | ||
| Operational capability | To validate an instrument that measures second-order competences (capabilities). The scale is based on the tripod of sensing, seizing and reconfiguring proposed by | The scale evaluates the dynamic capability of assessing new markets and the dynamic capabilities related to R&D. It also assesses the relationship between dynamic and operational capabilities | 30 | |
| To study the role and definition of operational capabilities as well as to identify the difference between operational and dynamic capabilities. Authors also aimed to develop a measurement instrument of operational capabilities | The scale measures the relationship between operational and dynamic capabilities. The scale focuses on the capabilities related to innovation and product. The scale also measures the capabilities related to organization’s capacity to respond to and to take advantage of environmental changes | 175 | ||
| Governance | To measure the mediating role of organizational capabilities on the relationship between middle managers, middle managers’ autonomy and organizational performance | The scale measures the organizational capabilities under the perspective of dynamic capabilities by including statements regarding organization’s capability to respond and to adapt to environmental changes | 44 | |
| To propose technical turbulence as a primary contingency factor in the relationship between strategic orientation and firm performance. Author analyzes thy phenomenon under the perspective of resource-based view (RBV) | The scale measures the organization’s capability to respond to technological turbulence as well as the influence of this capability on performance. It also measures the influence of strategic orientation on organizational performance | 9 | ||
| To analyze the process of capability development in project management settings | The scale measures the capability to create and rearrange resources in the context of project and portfolio management | 4 | ||
| To propose the idea that individual, managerial and team-related initiatives directly impact dynamic capabilities | The scale measures sensing capabilities on organizations, teams and individuals | 25 | ||
| To measure the impact of the chief marketing executives’ mindsets on marketing capabilities as well as the impact of marketing capabilities on performance | The scale measures cross-functional and dynamic marketing capabilities. The scale also measures chief marketing executives’ mindsets regarding marketing capabilities. The items are based on | 5 | ||
| To evaluate if portfolio management governance enhances firm performance. Authors conduct the study based on the dynamic capability perspective of resource-based view | The scale combines some items from existing scales. Authors added other items to measure portfolio management governance. The instrument measures portfolio management as a dynamic capability even though scale items do cover some basic aspects of the dynamic capability theory | 16 | ||
| To examine whether the heterogeneity in alliance capability development can be attributed to some specific leadership behaviors. The research also intends to confirm that transformational leadership has positive influence on the development of some strategic dynamic capabilities. Besides, the research aims to test if transformational leadership allows organization to sustain operational capabilities | Author designed the scale for dynamic capabilities based on literature review. He divides dynamic capabilities into seven dimensions: proactiveness, innovativeness (innovation capability), risk taking, competitive aggressiveness, relational capital, knowledge, and learning. The scale also measures the capabilities of task control and task proficiency | 31 | ||
| To study how dynamic capabilities of sensing, seizing and reconfiguring are developed in organizations and how they relate to each other | The scale measures the sensing, seizing and reconfiguring capabilities in organizational context. The scale is based on the | 1 |
Note: aNumber of citations according to Google Scholar – updated on June 4, 2018
Source: Authors
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