Dynamic Capabilities and International Business
Research
Call for papers for a special issue of Review of International Business and Strategy
Submission deadline: 31 October 2021.
Provisional publication date: June 2022.
Guest editors:
Enrico Battisti, University of Turin (Italy)
Michael Christofi, University of Nicosia (Cyprus)
Aim and scope
The interest in dynamic capabilities (DCs) has grown significantly in the last
two decades, and the concept has attracted a lot of attention from management
scholars and practitioners (Barreto, 2010). While originating from the field of
strategy (e.g., Teece et al. 1997; Eisenhardt and Martin, 2000), research on
dynamic capabilities has expanded in other management fields as well, including
entrepreneurship, management information systems, technology and innovation
management, operations management, marketing management, and human resources
management (Schilke et al., 2018). Although the concept has been commonly
explored with recent efforts to consolidate definitional and theoretical
divergences, the literature remains fragmented and dissimilar (Baia and
Ferreira, 2019). In particular, an increasing number of researchers recognized
that dynamic capabilities are not a unitary concept, and these capabilities
manifest themselves in several different forms (Helfat and Winter, 2011).
Wang and Ahmed (2007) highlight that scholars consider dynamic capabilities to
include a wide range of resources, processes, and capabilities. Furthermore,
the contributions of dynamic capabilities to company performance (e.g.,
financial, economic) are not fully clear (Wilden et al., 1016) and is at the
center of debate (Baia and Ferreria, 2019). On the one hand, dynamic
capabilities are deemed to be even more important for Multinational Enterprises
(MNEs), both nascent and established (e.g., Luo, 2000; Weerawardena et al.,
2007; Dunning and Lundan, 2010; Zollo et al., 2016), whereas on the other hand,
the potential and realized relationships to the performance of new ventures and
established companies are also relevant (e.g., Teece, 2007; Zahra et al., 2006,
Wu, 2007), but yet limited.
From this point of view, there is a need for more attention on dynamic
capabilities by drawing on theories from various disciplines (e.g.,
resource-based view, organizational learning theory, evolutionary economics and
transaction cost economics). Furthermore, the effects related to Covid-19
pandemic on the global business landscape are very crucial with several
negative outcomes for businesses. Accordingly, the need for research insights
in order to develop and enhance various dynamic capabilities in order to
overcome these negative consequences is of great importance. It is essential to
synthesize the conceptual debates and the various empirical findings to a more
integrated understanding of DCs.
Therefore, there is a need to shed light on the complex relationship between i)
DCs and international business strategy; ii) DCs and other relevant theories;
iii) DCs and company performance (e.g., economic, financial).
The Special Issue seeks contributions that will
help in a better understanding of the dynamic capabilities concept in the
global business landscape. Papers considered for the Special Issue must address
a real-world dynamic capability question within the context of international
business research. Purely theoretical papers (e.g., systematic literature
reviews, meta-analyses) are welcome, as are empirical papers that contribute to
theory and practice using any methodological approach (e.g., time lag studies,
longitudinal studies, surveys, cross-national comparative studies, case
studies).
The guest editors invite conceptual,
methodological, and empirical contributions that address themes such as – but
not limited - to the following:
• What is the role of dynamic capability in theorizing
related to international business (IB) and strategy?
• How can dynamic capabilities influence firms’ strategies in
emerging economies (such as BRICS, Next Eleven, CIVETS, MINT)?
• How do dynamic capabilities influence multinational
enterprises’ strategic choices?
• How do dynamic capabilities affect global start-ups’
strategic choices?
• From a financial and economic point of view, what is the
impact of dynamic capabilities on company performance?
• What are the relationships between dynamic capabilities and
financial innovation (FinTech)?
• How dynamic capabilities at the firm level actuate
disruptive innovation manifestation?
• How dynamic capabilities influence corporate social
responsibility/ESG (Environmental, Social, and Governance) practices?
• How organizational agility and support mechanisms/
activities (such as information flows, organizational structure, knowledge
sharing, talent management, cultural intelligence) can foster the development
of a dynamic capability?
• What is the role of dynamic capabilities in extraordinary
financial transactions (such as mergers, acquisitions, consolidations,
de-mergers)?
• What is the link between firm-specific processes and the
commonalities of dynamic capabilities across companies?
Submission Information
Papers for the special issue should be submitted through the RIBS submission
system (https://mc.manuscriptcentral.com/roibs) and will
undergo a double blind-review process.
For further information, please contact the guest editors:
Enrico Battisti: [log in to unmask]
Michael Christofi: [log in to unmask]
References
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has the relationship been assessed?”, Journal of Management &
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Dunning, J.H. and Lundan, S.M. (2010), "The institutional origins of
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