Jul 2026· Journal of Business & Industrial Marketing· Vol 41, pp. 254-266· 0 citations· 81 references
TL;DR
This study aims to address limited understanding of how multiple organizational determinants work together to explain performance outcomes among software-as-a-service (SaaS) providers by clarifying how these determinants align with sensing, seizing and transforming.
Abstract
This study aims to address limited understanding of how multiple organizational determinants work together to explain performance outcomes among software-as-a-service (SaaS) providers. Drawing on Dynamic Capabilities Theory (DCT) and a hierarchical view, it clarifies how these determinants align with sensing, seizing and transforming.
An exploratory qualitative case study was conducted with ten small and medium-sized SaaS providers headquartered in South Korea. Interview data were analyzed thematically and interpreted through the sensing, seizing and transforming dimensions of dynamic capabilities.
The analysis identifies seven determinants of SaaS performance. Marketing activities and website functionality and interactivity primarily support sensing by generating demand signals and monitoring buyer engagement. Market-led customized innovation, security certifications, B2B partnerships and information sharing support seizing by enabling solution adaptation, legitimacy building and relational coordination. Within market-led customized innovation, firms combined exploration and exploitation as learning orientations. Business model innovation is interpreted as a firm-level expression of transformation that redesigns revenue, scalability and contracting logics and supports longer-term adaptation and performance.
The study extends research on SaaS performance by showing how sensing, seizing and transforming are enacted through a reinforcing set of organizational determinants rather than isolated factors. It also clarifies how business model innovation operates as a firm-level expression of transforming, while the other determinants function as organizational mechanisms that support sensing and seizing.
This study investigates the drivers of global supply chain restructuring (GSCR) in Vietnam using an integrated theoretical framework grounded in the Technology–Organization–Environment (TOE) model, Supply Chain Resilience (SCRes) theory, Stakeholder Theory, Institutional Theory, and Dynamic Capabilities Theory. Based on PLS-SEM analysis of 309 firms, the findings confirm that economic and market fluctuations (ECO) are the strongest driver of GSCR, followed by environmental and sustainability pressures (ENV), policies and institutions (POL), and technological readiness and adoption orientation (TECH). The core contribution of the study lies in identifying innovation capacity (INNO) as a key moderating mechanism, functioning as a strategic filter that transforms exogenous pressures into substantive restructuring actions. The results further support the view that GSCR represents a bounce-forward transformation process, through which firms establish a more adaptive and efficient post-disruption equilibrium. These findings provide important implications for managers seeking to strengthen internal capabilities and adapt more proactively to global market shocks.
B. Tuan, Nguyen Thi Yen, T. T. Huong· Discover Sustainability· 0 citations
Purpose – This study examines how dynamic capabilities influence sustainable competitive advantage (SCA) in Indonesian public sector organizations and investigates the moderating role of effectuation. Drawing on the Dynamic Capabilities View (DCV), Resource-Based View (RBV), and effectuation logic, the study explains how sensing, seizing, and transforming capabilities sustain public sector innovation.
Design/Methodology/Approach – A quantitative explanatory survey was conducted using data from 290 public service innovations selected from 1,059 KIPP Top Public Service Innovation (SINOVIK) recipients. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS).
Findings – The results show that sensing, seizing, and transforming capabilities have positive and significant effects on SCA. Effectuation significantly strengthens these relationships, indicating that adaptive decision-making, experimentation, stakeholder commitment, and flexible resource utilization enhance the sustainability of public sector innovation.
Originality/Value – This study extends the literature by integrating dynamic capabilities and effectuation to explain sustainable competitive advantage in the public sector. The findings suggest that innovation sustainability depends not only on organizational capabilities but also on adaptive decision-making, providing practical guidance for strengthening long-term public value and institutionalized service innovation.
Ahmad Bramantyo Nursasotyosidi, R. Rofiaty, R. Handrito· Journal of Economics, Entrep...· 0 citations
The rapid pace of digital transformation and globalization has compelled businesses to urgently adopt effective strategies to sustain long-term operations. The purpose of this study is to investigate the extent to which digital capability (DC) and supply chain ambidexterity (SCA) contribute to fostering performance in dynamic organizations.
This research was conducted in Bangladesh, with a focus on the pharmaceutical industry. A total of 284 participants were surveyed to assess their understanding of DC and SCA, as well as their roles in performance within their organizations. The collected data were analyzed using partial least squares structural equation modeling.
This study found that DC has a significant effect on SCA components, which in turn have a substantial influence on performance. This study incorporates dynamic capability theory to examine organizational performance, highlighting that SCA (exploration and exploitation) mediates the relationship between DC and the dimensions of organizational performance. The findings of this study highlight the vital role of SCA in enhancing organizational performance, which is relevant to theory and decision-making by policymakers and managers.
The insights gained provide valuable guidance for managers on aligning DC with their companies’ strategic goals. By simultaneously evaluating the interconnections between DC and SCA, this study builds upon existing empirical research and offers practical guidance for developing strategies to strengthen organizational performance in digitally driven business environments.
Despite growing academic interest in dynamic capabilities (DCs), there is fragmentation and limited clarity about their underlying behavioural actions, processes and structures, commonly referred to as microfoundations (MFs). Understanding their practical applicability is key for organizations dealing with digital transformation (DX) challenges. This study aims to identify and explore the MFs that support DCs in DX contexts.
This study uses a rigorous qualitative meta-synthesis method. Its systematic review integrates findings from empirical studies, identifying, categorizing and organizing the underlying MFs across strategic dimensions of sensing, seizing and transforming DCs, as well as operational categories (individual, process and structure).
Current research is dominated by seizing-related MFs, suggesting an emphasis on implementation over opportunity detection. Several cross-functional MFs act as integration enablers, bridging sensing, seizing and transforming capabilities; complementary components combining strategic purpose with procedural structure help to clarify the coexistence of Teecean and Eisenhardtian theoretical perspectives in capability development. Beyond integrating prior work, the synthesis reveals underlying structural patterns, disparities across levels and integrative relationships among MFs that are less visible in isolated empirical studies.
This study provides a clear, actionable framework for managers and strategists by explicitly integrating previously dispersed MFs and, more broadly, by making visible the uneven distribution of MFs, cross-level interactions and integrative mechanisms. This study refines current understanding of how DCs are configured and operationalized in DX contexts, offering both theoretical advancement and practical strategic guidance for organizations navigating DX.
Diana Elena Oviedo, S. Kim, Ileana Palaco et al.· The International Journal of...· 0 citations
In business-to-business (B2B) contexts, innovativeness is often conceptualized as a firm-internal capability reflected in research and development investment, technological advancement and process improvements. This study examines how business customers evaluate supplier innovativeness in B2B service ecosystems and identifies the cues that shape such evaluations beyond innovation outputs or capabilities alone.
The study adopts an abductive qualitative multiple-case design. Empirical material comprises six in-depth interviews with boundary-spanning informants across five innovation-intensive B2B firms, complemented by secondary data. Data were analyzed through iterative coding and comparison within an abductive analytic logic. Service-dominant logic and service ecosystem theory are used as sensitizing lenses.
Customers evaluate supplier innovativeness through observable patterns of action embedded in interaction and coordination practices. These evaluations draw on three interrelated cue clusters: (1) credible enactment of innovation intent, (2) transparency in resource integration and coordination and (3) contributions to ecosystem arrangements that support customer value creation. Combined, these cues form a role-based evaluative frame that customers use while interpreting innovativeness across recurring interaction configurations.
Managers can strengthen customer perceptions of innovativeness by making innovation-related practices more transparent, selectively enabling customer involvement and coordinating collaboration across relevant ecosystem actors.
This study contributes an empirically grounded perspective on customer-perceived innovativeness in B2B services and develops a role-based framework conceptualized as a co-creation continuum that captures how customers draw on different evaluative logics when assessing supplier innovativeness.
Javaneh Mehran, Per Kristensson, Poja Shams· Journal of service theory an...· 0 citations
This study investigates how organizations in Vietnam achieve sustainable performance through green knowledge management (GKM), digital tools (DKM), leadership and culture (LOC), and institutional support (INS). Drawing on the Knowledge‐Based View, Dynamic Capabilities Theory, Institutional Theory, and Leadership Theory, we develop and test a model in which innovation capabilities (IC) mediate the link between organizational enablers and sustainability outcomes. Rather than treating these theories as interchangeable explanations, the study maps each theoretical lens onto a distinct capability‐building mechanism: knowledge conversion, dynamic reconfiguration, behavioral and cultural activation, and legitimacy‐enabled institutional support. Survey data from 350 firms across the manufacturing and service sectors were analyzed using structural equation modeling (SEM). Results show that all dimensions of GKM, DKM, LOC, and INS significantly enhance IC. Knowledge application emerged as the strongest GKM predictor, while AI‐based platforms were the most influential among DKM. Process eco‐innovation was the most powerful driver of sustainable performance across financial, environmental, and social dimensions. Mediation tests confirmed IC as a key mechanism translating organizational resources into sustainability outcomes. The study integrates multiple theoretical perspectives and validates the mediating role of eco‐innovation. It contributes to Corporate Social Responsibility and Environmental Management research by explaining how firms convert sustainability‐oriented knowledge, digital tools, leadership practices, and institutional pressures into innovation capabilities that generate triple‐bottom‐line performance. From a practical perspective, the findings guide managers in leveraging green knowledge, digital tools, and leadership culture, and inform policymakers about the role of incentives, regulations, and certifications in supporting sustainability transformation.
Mingqiang He, Van Kien Pham, Thi Thuy Dung Pham et al.· Corporate Social Responsibil...· 0 citations
