Aug 2026· Problems and Perspectives in Management· 0 citations· 47 references
Abstract
Type of the article: Research ArticleAbstractContemporary organizations face mounting pressure to adapt beyond the imperatives of market competition, navigating demands that span digital disruption, sustainability transitions, and systemic institutional change. Despite the centrality of dynamic capabilities as an explanatory framework in strategic management, the literature has predominantly examined them through the lens of competitive advantage, leaving broader organizational and societal applications underexplored. This study addresses that gap by examining how the dynamic capabilities framework is theorized and applied in contexts beyond firm-level competitive advantage. A systematic literature review combined with bibliometric analysis was conducted using Scopus, covering peer-reviewed publications from 1995 to 2025. Three search strings, dynamic capabilities and technology, dynamic capabilities and ambidexterity, and dynamic capabilities and sustainability, yielded 750 articles after applying inclusion, exclusion, and quality criteria. VOSviewer was used for keyword co-occurrence mapping and cluster visualization, while qualitative thematic coding was conducted in MAXQDA to deepen interpretation. The analysis identified four structurally interconnected clusters: innovation, digital transformation, technology, and sustainability. The findings suggest that innovation is frequently treated in the literature as a key enactment mechanism of dynamic capabilities, with 691 co-occurrences and 215 overlapping coded segments. Sustainability represented the largest and most rapidly expanding domain, with 352 filtered articles, while technology functioned as an enabling layer rather than a capability in itself. These findings demonstrate that dynamic capabilities are undergoing a substantive reorientation, from performance-centric mechanisms toward integrative governance processes for navigating socio-technical complexity. Organizations should embed dynamic capabilities in innovation routines, digitally supported sensing processes, and sustainability-aligned strategic priorities.
This study aims to examine and integrate the perspectives of ambidexterity and dynamic capabilities in explaining organizational transformation, particularly within hybrid organizational contexts. Although both perspectives have been widely applied in strategic management literature, prior studies tend to treat them separately, resulting in a limited understanding of the mechanisms underlying organizational transformation. This study employs a systematic literature review approach following the PRISMA protocol. Data were collected from Scopus and Web of Science databases, focusing on peer-reviewed journal articles published between 2010 and 2025. The selection process involved identification, screening, eligibility assessment, and inclusion stages to ensure the quality and relevance of the selected studies. The findings indicate that ambidexterity plays a critical role in balancing exploration and exploitation, while dynamic capabilities function as key mechanisms through sensing, seizing, and transforming processes. The integration of these perspectives provides a more comprehensive framework for understanding how organizations achieve sustained transformation, particularly in managing the complexity of institutional logics within hybrid contexts. This study contributes to the literature by developing an integrated conceptual framework linking ambidexterity and dynamic capabilities in organizational transformation. It also identifies key research gaps and proposes a future research agenda, particularly in the context of hybrid organizations and dynamic institutional environments.
Kurniana Kurniana, B. Juanda, Anny Ratnawati et al.· Greenation International Jou...· 0 citations
Purpose: This study examines sustainable digital transformation (SDT) as a dynamic strategic capability for Kenyan organizations operating under institutional pressure and technological uncertainty. It investigates the influence of institutional pressures and technological uncertainty on SDT capability, its relationship with strategic adaptability, and the moderating roles of leadership support and organizational learning culture.
Methodology: This study utilized PRISMA-inspired systematic scoping review. Data sources included major academic databases such as Scopus, Web of Science, and Taylor & Francis Online, which were treated as the primary repositories for high-quality peer-reviewed scholarly literature. In addition, Google Scholar was used as a supplementary search engine to identify additional relevant studies, including grey literature such as conference papers, theses, working papers, and institutional reports that may not be indexed in Scopus or Web of Science. The peer reviewed literature considered was from 2014-2026
Findings: Institutional pressures including coercive, mimetic, and normative, significantly drive the development of SDT capabilities by compelling organizations to adopt green digital infrastructure, ESG reporting systems, and compliance technologies. However, technological uncertainty creates strategic paralysis, skill obsolescence, sunk-cost dilemmas, and e-waste challenges, often resulting in the “digitalization paradox.” SDT capability positively enhances strategic adaptability by enabling sensing, seizing, and reconfiguring processes. Additionally, leadership support and organizational learning culture are critical moderators that strengthen the conversion of external pressures into robust capabilities and mitigate uncertainty barriers.
Unique Contribution to Theory, Practice and Policy: Based on the study findings, Kenyan organizations should move beyond superficial digital adoption by embedding sustainability into core strategies, supported by visible leadership commitment and strong learning cultures. In addition, policymakers should prioritize integrated green-digital standards, skills development programs, and incentives for capability building to support Kenya’s twin digital and green transitions. Practically, this framework offers practical pathways for achieving genuine sustainability performance and strategic resilience in emerging economies.
Doreen Muriu· European journal of business...· 0 citations
This study applies a Bibliometric-Systematic Literature Review (B-SLR) framework and VOSviewer techniques, including co-citation, bibliographic coupling, country collaboration, and keyword co-occurrence, to illuminate how the field has evolved, who drives it, and where the next frontiers lie.
Bambang Samsul Hidayat· Journal of Intelligent Decis...· 0 citations
This study
aims
to systematically map the literature on circular economy (CE) applications in small and medium enterprises (SMEs) and to propose a conceptual framework for sustainability strategies. The
method
involved retrieving a dataset of 510 publications from the Scopus database and analyzing it with the Bibliometrix package in RStudio, using bibliometric techniques to assess publication performance, prolific authors, institutional contributions, collaboration patterns, and thematic structures, followed by thematic cluster mapping integrated with strategic management perspectives (environmental scanning, strategy formulation, implementation, and evaluation) underpinned by institutional theory, the technologyorganization-environment framework, and dynamic capabilities theory. The
results
reveal a significant increase in CE‑related SME research in recent years, with contributions concentrated in specific institutions and research networks, and identify three dominant research directions: digital technologies enabling circular practices, environmental policies driving adoption, and the design of sustainable business models, underscoring the importance of technology-enabled transformation, regulatory alignment, and organizational readiness in SME transitions. The
contributions
of this study lie in providing a strategic roadmap that integrates bibliometric insights with management theory, demonstrating how SMEs can transform challenges such as capital constraints and limited infrastructure into strategic opportunities through capability development and stakeholder collaboration, while offering practical implications for SMEs, policymakers, and academics to design evidence-based sustainability strategies that enhance competitiveness and advance global sustainability goals.
S. Maesaroh, M. A. Arip· Review of business and econo...· 0 citations
Purpose: This study systematically examines the relationships among organizational innovation, organizational sustainability, competitive advantage, and Micro, Small, And Medium Enterprise (MSME) performance from a Resource Based View (RBV) perspective. It addresses a research gap by integrating these four constructs into a single conceptual framework, as previous studies have predominantly examined them separately or through limited variable relationships.Research Methodology: A Systematic Literature Review (SLR) was conducted using the PRISMA 2020 protocol. The study reviewed 68 peer-reviewed articles published between 2015 and 2025 from Scopus, Web of Science, and Google Scholar. Data were analyzed through narrative synthesis, thematic clustering, and gap analysis.Results: The findings show that organizational innovation has the strongest positive relationship with MSME performance, while organizational sustainability also contributes significantly. Competitive advantage acts as a mediating mechanism, although its effect varies across different business contexts. Limited studies integrating all constructs indicate a research gap.Conclusions: The review confirms RBV as a relevant foundation for explaining MSME performance through innovation, sustainability, and competitive advantage.Limitations: This study is limited to secondary data from peer-reviewed publications between 2015 and 2025, which may affect broader generalization.Contributions: This study provides an integrated RBV-based framework and future research directions for strengthening MSME competitiveness and sustainability.
Ardansyah Ardansyah, M. Y. S. Barusman, Habiburahhman Habiburahhman et al.· Studi Ilmu Manajemen dan Org...· 0 citations
A systematic review following the PRISMA guidelines, this study analyzes Scopus-indexed papers published from 2020 to 2026 in order to shed light on how digital transformation enables sustainability-oriented outcomes and whether these contributions seem rooted in organizational change rather than represent aspirational disclosures of sustainability-related information. In the initial search phase, a total of 1,208 records were identified; after screening, retrieval and eligibility assessment of these studies from both electronic databases and hand-searching, just 78 studies were included in the final synthesis. Our findings show that digital transformation drives sustainability in six main avenues—namely ESG governance, eco-innovation, decarbonization, circular economy practices, digital maturity and social sustainability. However, with digital transformation being identified as sustainability by other means, without appropriate organizational capabilities and data governance that include adequate data and analytics support for innovation routines, regulatory pressures and strategic decision-making processes to be adopted together at scale across an organization because they are complementary. Also, the review suggests that by relying heavily on a style of quantitative testing based on looking for associations between concepts in datasets empirically available, research suffers from conceptual inconsistencies and uneven coverage across empirical contexts. The review presents a new conceptualization for digital transformation as an enabler of sustainability, which comes with execution conditions and identifies future research agendas to distinguish genuine sustainability effects from the simple prominence of sustainability.
I. Suteja, P. Purwanto, Felix Siswanto· Eduvest - Journal Of Univers...· 0 citations
