Table 1 Measures, dynamic capabilities'... | Emerald Publishing

Table 1

Measures, dynamic capabilities' microfoundations and examples of items

Measure	Underlying microfoundations	No. of items	Examples of items
Sensing	Processes for managing internal R&D and related technologies	10	Company communicates continuously with the market research institutions within the industry
	Processes for managing supplier/complementor innovation and distributors	19	Company knows the structure of the industry value chain (from primary production to the end-user)
	Processes for managing developments in exogenous science and technology	13	Company can influence the development of its industry with the help of its network
	Processes for identifying and managing target market segments and customer needs	27	Company systematically follows the profitability level of selected geographic areas
Seizing	Processes for aligning the customer solution and the business model	39	Company can influence the price level in its target markets
	Processes for managing decision-making protocols	8	Company has documented principles on how to replace outdated products/services with new ones
	Processes for managing enterprise boundaries, controlling bottleneck assets and assessing appropriability	19	Company can move its production to a lower-cost country
	Processes for building loyalty and commitment	4	Company has a consistent reward and incentive system across different countries
Reconfiguration	Processes for managing decentralization and firm structures	5	Company is capable of moving its operations from one country to another when needed
	Processes for managing incentive alignment and minimizing agency issues	21	Company measures the achievement of sales targets in each channel
	Processes for managing strategic fit so that asset combinations are value-enhancing	8	Company has documented criteria for deciding when to participate in international alliances
	Processes for managing learning, knowledge transfer and intellectual property protection	12	Company has documented principles for deciding on IPR handover

Measure	Underlying microfoundations	No. of items	Examples of items
Sensing	Processes for managing internal R&D and related technologies	10	Company communicates continuously with the market research institutions within the industry
	Processes for managing supplier/complementor innovation and distributors	19	Company knows the structure of the industry value chain (from primary production to the end-user)
	Processes for managing developments in exogenous science and technology	13	Company can influence the development of its industry with the help of its network
	Processes for identifying and managing target market segments and customer needs	27	Company systematically follows the profitability level of selected geographic areas
Seizing	Processes for aligning the customer solution and the business model	39	Company can influence the price level in its target markets
	Processes for managing decision-making protocols	8	Company has documented principles on how to replace outdated products/services with new ones
	Processes for managing enterprise boundaries, controlling bottleneck assets and assessing appropriability	19	Company can move its production to a lower-cost country
	Processes for building loyalty and commitment	4	Company has a consistent reward and incentive system across different countries
Reconfiguration	Processes for managing decentralization and firm structures	5	Company is capable of moving its operations from one country to another when needed
	Processes for managing incentive alignment and minimizing agency issues	21	Company measures the achievement of sales targets in each channel
	Processes for managing strategic fit so that asset combinations are value-enhancing	8	Company has documented criteria for deciding when to participate in international alliances
	Processes for managing learning, knowledge transfer and intellectual property protection	12	Company has documented principles for deciding on IPR handover