Competitive strategy, dynamic capability and value creation: Some empirical evidence from the UK telecommunications firms

Rashidirad, Mona, Salimian, Hamid, Soltani, Ebrahim and Fazeli, Zahra (2017) Competitive strategy, dynamic capability and value creation: Some empirical evidence from the UK telecommunications firms. Strategic Change, 26 (4). pp. 333-342. ISSN 1086-1718

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Abstract

Main message:
The overall interplay between competitive strategies and dynamic capabilities is an integral part of value creation in terms of novelty, lock-in, complementarities and efficiency.

Short title:
Competitive strategy, dynamic capability and value creation

Key points:
-In response to insufficient systematic research on the impact of competitive strategies and dynamic capabilities on value creation, this study expands prior studies (e.g., Rashidirad et al., 2013) by proposing carefully testable research hypotheses and empirically explore the research phenomenon.
-This study analyses the complex interrelationships between competitive strategies and dynamic capabilities and the resulting impact on value creation through adopting a multidimensional approach in which each construct is decomposited to its dimensions, so the relationships between each dimension of the research constructs are investigated.
-This study prompts rethinking of the impact of dynamic capability and competitive strategy on value creation in firms by using a multidimensional perspective.

Item Type: Article
Schools and Departments: School of Business, Management and Economics > Business and Management
Depositing User: Mona Rashidirad
Date Deposited: 22 Jul 2019 13:16
Last Modified: 24 Jul 2019 01:00
URI: http://sro.sussex.ac.uk/id/eprint/85025

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