The dynamic capability notion has been studied from a theoretical point of view. The authors note the lack of work on the dynamic capabilities’ deployment. Our research is based on Teece’s (2007) conceptualization that a competitive company mobilizes three dynamic capabilities: sensing, seizing and transforming. The study is based on a case study of 15 Moroccan SMEs considered to be competitive. It is based on a qualitative study: surveys were carried out to collect data from the owner-managers of these SMEs. Our results validate that the SMEs studied are mobilizing dynamic capabilities, and highlight areas for improvement for future development.
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.
An integrated quantitative and qualitative research approach was used to analyze published scientific research on strategic alliances over the period 1980-2018 in the Web of Science database. Using bibliometric techniques and a content analysis of the articles, the results of this work provide an understanding of the scientific research conducted of strategic alliances and explore the evolution of themes in this field over the period 1980-2018.
The aim of this article is to understand alliances in order to reduce the risks of their fail. Thus, understanding the governance of alliances can provide critical insights into how such ties can be better managed: we focus on the coordination-cooperation relationship.
The first part of this article, we will give a theoretical back ground about cooperation and coordination. A conceptual framework of the coordination/cooperation process is developed. Then, based on action research of alliances projects, we explain a part of strategic alliance management thanks to our management of an alliance project of 14 partners from 7 countries. In order to maximize our comprehension, we realize surveys and interviews. This study high lightens the existence of a process coordination-cooperation which is sequenced and cycled that allows achieving objectives of strategic alliance and also partners objectives.
For improving the performance and the success of the alliance project, it is necessary that the coordination-cooperation process go through different strategic level of different partners engaged in the alliance project.
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