Explaining the Causes and Effects of Dynamic Capabilities Generation: A Multiple-Indicator Multiple-Cause Modelling Approach

• Published in: British journal of management Vol. 24; no. 4; pp. 571 - 591
• Main Authors: Barrales-Molina, Vanesa, Bustinza, Óscar F., Gutiérrez-Gutiérrez, Leopoldo J.
• Format: Journal Article
• Language: English
• Published: London Blackwell Publishing Ltd 01.12.2013
• Subjects: Business management; Business strategies; Business studies; Chief executive officers; Corporate histories; Dynamic models; Knowledge management; Management science; Mathematical models; Measurement techniques; Model testing; Organization theory; Spain; Strategic management; Studies; Spain
• ISSN: 1045-3172; 1467-8551
• DOI: 10.1111/j.1467-8551.2012.00829.x

The purpose of this paper is to develop a multiple‐indicator multiple‐cause model to explain dynamic capabilities generation. We use one of the main common effects of dynamic capabilities (operational, structural and strategic flexibility) to design a measurement tool for dynamic capabilities generation. Based on this measurement tool, we test the influence of several factors identified in the specialized literature as potential causes that trigger and promote dynamic capabilities generation. We use data from a survey of 200 CEOs of Spanish firms to test the model. The results show that only organizations whose managers have perceived a high degree of environmental dynamism have generated dynamic capabilities. The results also show that knowledge codification and technical innovation are significantly related to dynamic capabilities generation. We attempt to shed light on current theoretical debates about dynamic capabilities generation and provide a practical guide to explain the origin and results of dynamic capabilities that have been tested empirically.