Dynamic Capabilities and Relationships: Discourses, Concepts, and Reflections

Preface
Contents
Dynamic Capabilities: Celebrating the Plurality of Understandings of the Concept
	Matthias Wenzel-Introduction, or Multiple Understandings of Dynamic Capabilities: What Is the Problem?
	Abiodun Adegbile: Unpacking Dynamic Capabilities
	Yevgen Bogodistov-Dynamic Capabilities: A Practitioner´s Guide
		Dynamic Capabilities: Theoretical Background
			What Are They?
			What Do They Look Like?
			Where to Find Them?
		Developing a Dynamic Capability
			Idiosyncrasy
			Antecedents
			Boundary Conditions: When Dynamic Capabilities Stop Working
		Conclusion
	Sadrac Cénophat-Dynamic Capabilities: Some Remarks
	Michael Hartmann: Reflection on Dynamic Capabilities
	David Wagner: Four Lessons Learnt from My Doctoral Journey and Some Advice for Emerging Dynamic Capabilities Scholars
		Information Technology as a Driver for Strategic Change
		Spanning Boundaries from Strategic Management to Information Systems
		Focus on Knowledge Resources and Processes
		The Hidden Value of Relationships
	Veit Wohlgemuth-Dynamic Capabilities: Holistic Understanding, Sufficient Conditions, and Usefulness for Other Domains
		What Are Dynamic Capabilities? A Holistic Approach
		Sufficient Conditions to Achieve Dynamic Capabilities
		Usefulness for Other Domains
	Madeleine Rauch: Conclusion, or Plural Understandings of Dynamic Capabilities
	References
Explaining the Popularity of the Dynamic Capabilities Framework: A Comment
	References
Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change
	Introduction
	Dynamic Managerial Capabilities, Managerial Activities, and Social Relations
		Sensing and Managerial Activities Involving Social Relations
		Seizing and Managerial Activities Involving Social Relations
		Resource Reconfiguration and Managerial Activities Involving Social Relations
	Forms of Social Relations and the Domains of Social Life
		Sensing and Applicable Domains of Social Life
		Seizing and Applicable Domains of Social Life
		Resource Reconfiguration and Applicable Domains of Social Life
	Social Relations and Dynamic Managerial Capabilities
		The Role of Social Relations in Sensing Capabilities
		The Role of Social Relations in Seizing Opportunities
		The Role of Social Relationships in Resource Reconfiguration
	Conclusion
	References
Confirmation Bias: A Boundary Condition for Dynamic Managerial Capabilities in the Context of Strategic Change
	Introduction
	Theoretical Framework
		Confirmation Bias
		Strategic Change and Managerial Cognition
		Confirmation Bias and Strategic Change
		Sensing and Shaping
	Conclusion
	References
Data Analytics and Knowledge Integration Mechanisms: The Role of Social Interactions in Innovation Management
	Introduction
	Theoretical Background
		Data Analytics
		Social Capital
		Exploratory and Exploitative Innovations
	Research Model and Hypotheses
	Research Methodology
		Data Collection
		Constructs and Measurements
	Analysis and Results
		Measurement Model
		Structural Model
		Common Method Bias
	Discussion and Contributions
		Discussion and Theoretical Contributions
		Practical Contributions
		Limitations and Future Research
	Conclusion
	Appendix: Survey Measurements
		Analytical Ability
		IT Business Process Integration
		Structural Social Capital
		Relational Social Capital
		Cognitive Social Capital
		Exploratory Innovation
		Exploitative Innovation
	References
Understanding the Antecedents of Lock-In, Switching Costs and Network Externalities in the Context of Digital Innovation
	Introduction
	Background and Related Literature
		Lock-in
		Lock-in from a Business Model Perspective
		Antecedents of Lock-In
	Conceptual Framework
		Antecedents of Switching Costs
			Homogenization of Data and Customer-Provider Familiarity
			Customer-Provider Familiarity and Switching Costs
			Reprogrammability of Data and Product-Market Complexity
			Product-Market Complexity and Switching Costs
		Antecedents of Network Externalities
			Boundary Blurring and Customer-Provider Coordination
			Customer-Provider Coordination and Network Externalities
			Repurposing of Technology and Self-Reference
			Self-Reference and Network Externalities
		Antecedents of Lock-In
			Switching Costs and Lock-In
			Network Externalities and Lock-In
	Discussion
		Theoretical Contribution
		Implications for Practitioners
		Advancing Future Research
	Conclusion
	References
Consumer Persuasion Knowledge as Dynamic Capability
	Introduction
	Persuasion Knowledge: Its Effects and Relevance
	How Consumers Develop Persuasion Knowledge
	Persuasion Knowledge as Dynamic Consumer Capability
	Adapting Persuasion Knowledge to a Dynamic Environment
		Content of Persuasion Knowledge
		Persuasion Knowledge Measures
		Domains of Application
		Components of Persuasion Knowledge
	Concluding Thoughts
	References
Physical, Digital, and Hybrid Workspaces: From the Process of Creation to the Process of Use
	Introduction
	Literature Review
	The Physical Workspace
	The Digital Workspace
	The Hybrid Workspace
	The Environment as an Enabler of Creative Processes at Work
	Conclusion
	References