The Performance Effect of Dynamic Capabilities in Servitizing Companies

David Tempelmayr, Doris Ehrlinger, Christian Stadlmann, Margarethe Uberwimmer, Stefan Mang and Anna Biedersberger
Additional contact information
David Tempelmayr: University of Applied Sciences Upper Austria, Steyr, Austria
Doris Ehrlinger: University of Applied Sciences Upper Austria, Steyr, Austria
Christian Stadlmann: University of Applied Sciences Upper Austria, Steyr, Austria
Margarethe Uberwimmer: University of Applied Sciences Upper Austria, Steyr, Austria
Stefan Mang: University Passau, Center for Market Research, Passau, Germany
Anna Biedersberger: University Passau, Center for Market Research, Passau, Germany

Journal of International Business Research and Marketing, 2019, vol. 4, issue 6, 42-48

Abstract: As an increasing number of companies operates in international markets characterized by global competition, many traditional manufacturers augment their product offerings with services to gain competitive advantage. As servitization needs change throughout the company, many companies struggle on the transition from a product – to a service centric business model. The dynamic capabilities view analyses capabilities in changing environments and could therefore be an interesting theoretical lens for servitization research. Building on existing case research of dynamic capabilities in a servitization context, we analyze the impact of dynamic capabilities and especially of sensing, seizing and reconfiguration capabilities on firm performance in a servitization context. Additionally, we analyze the moderating role of environmental turbulence. The results, which are based on 206 manufacturing companies, show that dynamic capabilities are an essential factor for the performance of a firm in the context of servitization. We find a significant impact of sensing and reconfiguration on firm performance, whereas seizing has no significant impact. We fail to confirm a significant moderating impact of environmental turbulence, which indicates that dynamic capabilities are important in a servitization context indifferent of environmental turbulence. However, we find indication that reconfiguration is more important in relatively stable contexts, whereas sensing is more important in turbulent environments. We contribute to the literature on servitization and dynamic capabilities by creating evidence that dynamic capabilities have an impact on firm performance in a servitization context. This has practical implications as well: Managers in servitizing companies should assess their dynamic capabilities and should especially focus on reconfiguration in relatively stable environments and on sensing on turbulent environments.

Keywords: Dynamic Capabilities; Servitizing Companies; International markets; Sensing; Turbulent environments (search for similar items in EconPapers)
JEL-codes: M00 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
https://researchleap.com/wp-content/uploads/2020/0 ... tizing-Companies.pdf (application/pdf)
https://researchleap.com/performance-effect-dynami ... rvitizing-companies/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:mgs:jibrme:v:4:y:2019:i:6:p:42-48

DOI: 10.18775/jibrm.1849-8558.2015.46.3005

Access Statistics for this article

More articles in Journal of International Business Research and Marketing from Inovatus Services Ltd.
Bibliographic data for series maintained by Bojan Obrenovic ().