The relationship between dynamic and operating capabilities as a stage-gate process: Insights from radical innovation

Newey, Lance R., Verreynne, Martie-Louise and Griffiths, Andrew (2012) The relationship between dynamic and operating capabilities as a stage-gate process: Insights from radical innovation. Journal of Management and Organization, 18 1: 123-140. doi:10.5172/jmo.2012.18.1.123

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Author Newey, Lance R.
Verreynne, Martie-Louise
Griffiths, Andrew
Title The relationship between dynamic and operating capabilities as a stage-gate process: Insights from radical innovation
Journal name Journal of Management and Organization   Check publisher's open access policy
ISSN 1833-3672
Publication date 2012-01-01
Year available 2012
Sub-type Article (original research)
DOI 10.5172/jmo.2012.18.1.123
Open Access Status Not yet assessed
Volume 18
Issue 1
Start page 123
End page 140
Total pages 18
Place of publication Maleny, Qld, Australia
Publisher eContent Management
Language eng
Subject 1403 Business and International Management
1407 Organizational Behavior and Human Resource Management
Abstract Dynamic capabilities ‘create, extend or modify' the firm's current operating capabilities in order to enable strategic renewal. Although widely recognized, this conceptualization of the relationship between dynamic and operating capabilities lacks empirical grounding. Using process research into the difficult radical new product development path of a new influenza drug, our data reveal that dynamic and operating capabilities have a stage-gate type relationship. We demonstrate that dynamic capabilities need to achieve certain critical outputs if successful transfer to the operating capability stage is to be reached. Furthermore progress from one stage to the next is dependent on how well dynamic capabilities co-specialize with downstream operating capabilities. This co-specialization is enabled via three processes within a dynamic capability: value network knowledge generation, value schema development and value proposition development.
Keyword Dynamic capabilities
Operating capabilities
Radical new product development
Co-specialization
Stage-gate
Process research
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2013 Collection
UQ Business School Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 6 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 7 times in Scopus Article | Citations
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Created: Fri, 16 Sep 2011, 01:31:08 EST by Karen Morgan on behalf of UQ Business School