An empirical investigation of dynamic capabilities in managing strategic flexibility in manufacturing organizations
Abstract
Purpose
The purpose of this paper is to evaluate the relative impact of dynamic capabilities on various dimensions of strategic flexibility in Indian manufacturing industry.
Design/methodology/approach
In this study, 102 manufacturing organizations have been extensively surveyed, to assess the relative impact of different dynamic capabilities on various dimensions of strategic flexibility. The correlations between dynamic capabilities and strategic flexibility have been evaluated and validated by employing various statistical tools.
Findings
The research focuses upon the significant contributions of dynamic capabilities such as human resource capabilities, innovative capabilities, technological capabilities, alliance capabilities and research and development capabilities, towards managing flexibility at strategic level in manufacturing organizations.
Originality/value
This study provides the first empirical evidence of such a relationship with a relative choice between dynamic capabilities for managing strategic flexibility in large and medium scale organizations in India.
Keywords
Acknowledgements
The authors thank the All India Council for Technical Education (AICTE), New Delhi, India for providing funding for this research through project file no. 8023/RID/RPS/09/11/12/752. The authors are also thankful to the reviewers who have critically analyzed this work and given valuable suggestions for improvements.
Citation
Singh, D., Singh Oberoi, J. and Singh Ahuja, I. (2013), "An empirical investigation of dynamic capabilities in managing strategic flexibility in manufacturing organizations", Management Decision, Vol. 51 No. 7, pp. 1442-1461. https://doi.org/10.1108/MD-05-2012-0332
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited