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] 

Baía, E. and Ferreira, J. (2019), “Dynamic capabilities and performance: How has the relationship been assessed?”, Journal of Management & Organization, https://doi.org/10.1017/jmo.2019.88 
Barreto, I. (2010), “Dynamic Capabilities: A Review of Past Research and an Agenda for the Future”, Journal of Management, Vol. 36 No. 1, pp. 256–280
Dunning, J.H. and Lundan, S.M. (2010), "The institutional origins of dynamic capabilities in multinational enterprise", Industrial and Corporate Change, Vol. 19 No. 4, pp. 1225-1246.
Eisenhardt, K. M. and Martin, J. A. (2000), “Dynamic capabilities: What are they?”, Strategic Management Journal, Vol. 22, pp. 1105-1121.
Gulanowski, D., Papadopoulos, N. and Plante, L. (2018), "The role of knowledge in international expansion: Toward an integration of competing models of internationalization", Review of International Business and Strategy, Vol. 28 No. 1, pp. 35-60.
Helfat, C. E. and Winter, S. G. (2011), “Untangling dynamic and operational capabilities: Strategy for the (n)everchanging world”, Strategic Management Journal, Vol. 32 No. 11, pp. 1243–1250.
Luo, Y. (2000), "Dynamic capabilities in international expansion", Journal of World Business, Vol. 35 No. 4, pp. 355–378.
Schilke, O., Hu, S. and Helfat, C.E. (2018), “Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research”, Academy of Management Annals, Vol. 12, pp. 390–439.
Teece D. J. (2007), "Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance", Strategic Management Journal, Vol. 28 No. 13, pp. 1319–1350.
Teece, D. J., Pisano, G. and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18, pp. 509-533.
Vrontis, D., Christofi, M., Battisti, E. and Graziano, E.A. (2020), "Intellectual capital, knowledge sharing and equity crowdfunding", Journal of Intellectual Capital, https://doi.org/10.1108/JIC-11-2019-0258 
Wang, C. L. and Ahmed, P. K. (2007), “Dynamic capabilities: A review and research agenda”, International Journal of Management Reviews, Vol. 9 No. 1, pp. 31–51.
Weerawardena, J., Mort, G.S., Liesch, P.W. and Knight, G. (2007), "Conceptualizing accelerated internationalization in the born global firm: a dynamic capabilities perspective", Journal of World Business, Vol. 42 No. 3, pp. 294-306.
Wilden, R., Devinney, T. M. and Dowling, G. R. (2016), “The architecture of dynamic capability research identifying the building blocks of a configurational approach”, Academy of Management Annals, Vol. 10 No. 1, pp. 997–1076.
Wu, L-Y (2007), “Entrepreneurial resources, dynamic capabilities and start-up performance of Taiwan's high-tech firms”, Journal of Business Research, Vol. 60 No. 5, pp. 549-555.
Zahra, S. A., Sapienza, H., and Davidsson, P (2006), “Entrepreneurship and dynamic capabilities: A review, model and research agenda”, Journal of Management Studies, Vol. 43 No. 4, pp. 917-955.
Zollo, M., Bettinazzi, E.L., Neumann, K. and Snoeren, P. (2016), “Toward a comprehensive model of organizational evolution: Dynamic capabilities for innovation and adaptation of the enterprise model”, Global Strategy Journal, Vol. 6 No. 3, pp. 225-244.


Dr. Hussain G. Rammal
Director - Master of Business Administration (MBA) program
Associate Professor - International Business & Strategy
University of Technology Sydney
T. +61 (02) 9514 3246
PO Box 123. Broadway NSW 2007 Australia​​

Editor: Emerging Issues in International Business and Global Strategy book series (World Scientific)
Co-Editor: Review of International Business and Strategy (Emerald publishing)
Real Impact Editor (Oceania): Journal of Knowledge Management
LinkedIn: https://au.linkedin.com/in/hrammal
Twitter: @HussainRammal

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