[ Le déploiement du processus de la capacité dynamique: Cas des PME Marocaines ]
Volume 40, Issue 2, August 2023, Pages 479–492
Hicham Achelhi1
1 Professeur, Expressions culturelles, intertextualité et Management, Université Abdelmalek Essaâdi, Faculté Polydisciplinaire - Larache, Morocco
Original language: French
Copyright © 2023 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The dynamic capabilities approach posits that a firm’s performance is largely driven by its ability to adapt to a changing environment to secure value creating potential and, thus achieve a sustainable competitive advantage. Our aim is to verify that these capabilities are indeed elements that contribute to competitiveness and to identify the organisational processes associated with dynamic capabilities. In the literature, various authors point the lack of work relating to the deployment of dynamic capabilities. It is recognised that it is important to fill this gap in order to advance knowledge on this concept. This article follows Teece’s conceptualisation: a competitive firm mobilises three dynamic capabilities: sensing, seizing and transforming. The study is based on a case study of 15 Moroccan SMEs considered competitive. We conducted a qualitative study: surveys (structured and semi-open) were conducted to collect data from the owner-managers of these SMEs. The results obtained validate that the SMEs studied mobilise dynamic capabilities.
Author Keywords: Dynamic capability, deployment, strategic management, organisation, SME case study.
Volume 40, Issue 2, August 2023, Pages 479–492
Hicham Achelhi1
1 Professeur, Expressions culturelles, intertextualité et Management, Université Abdelmalek Essaâdi, Faculté Polydisciplinaire - Larache, Morocco
Original language: French
Copyright © 2023 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
The dynamic capabilities approach posits that a firm’s performance is largely driven by its ability to adapt to a changing environment to secure value creating potential and, thus achieve a sustainable competitive advantage. Our aim is to verify that these capabilities are indeed elements that contribute to competitiveness and to identify the organisational processes associated with dynamic capabilities. In the literature, various authors point the lack of work relating to the deployment of dynamic capabilities. It is recognised that it is important to fill this gap in order to advance knowledge on this concept. This article follows Teece’s conceptualisation: a competitive firm mobilises three dynamic capabilities: sensing, seizing and transforming. The study is based on a case study of 15 Moroccan SMEs considered competitive. We conducted a qualitative study: surveys (structured and semi-open) were conducted to collect data from the owner-managers of these SMEs. The results obtained validate that the SMEs studied mobilise dynamic capabilities.
Author Keywords: Dynamic capability, deployment, strategic management, organisation, SME case study.
Abstract: (french)
L’approche des capacités dynamiques postule que la performance d’une entreprise dépend largement de sa capacité à s’adapter à un environnement changeant afin de garantir un potentiel de création de valeur et, par conséquent, d’obtenir un avantage concurrentiel durable. Notre objectif étant de vérifier que ces capacités sont effectivement des éléments qui concourent à la compétitivité et d’identifier les processus organisationnels associés aux capacités dynamiques. Dans la littérature, différents auteurs font état de la rareté de travaux relatifs à au déploiement des capacités dynamiques. Un vide qu’il est reconnu important de combler pour faire avancer les connaissances sur ce concept. L’article se positionne dans la conceptualisation de Teece suivant laquelle une entreprise compétitive mobilise trois capacités dynamiques: détection, mobilisation et renouvellement. L’étude s’appuie sur une étude de cas de 15 PME Marocaines considérées comme compétitives. L’étude est basée sur une étude qualitative: des enquête (structurée et semi-ouverte) ont été réalisées pour collecter les données auprès des propriétaires-dirigeants de ces PME. Les résultats obtenus permettent de valider que les PME étudiées mobilisent les capacités dynamiques.
Author Keywords: Capacité dynamique, déploiement, management stratégique, organisation, étude de cas des PME.
How to Cite this Article
Hicham Achelhi, “deployment of the dynamic capability process: The case of Moroccan SMEs,” International Journal of Innovation and Applied Studies, vol. 40, no. 2, pp. 479–492, August 2023.
