Dynamic Capabilities and Business Continuity Management in Small and Medium-Sized Enterprises from the Recovery Process Following the 2016 Kumamoto Earthquake

Kohei Mishima ()
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Kohei Mishima: Keio University, Faculty of Economics

Chapter Chapter 12 in Strategic Management and Innovation Strategies, 2025, pp 303-317 from Springer

Abstract: Abstract This paper examines the process of dynamic capability (DC) formation using the 2016 Kumamoto earthquake as a case study. The research questions here “In the case of non-continuous environmental change, what kind of interaction between managers, the workplace, and external organizations leads to the dynamic formation of Dynamic Managerial Capabilities (DMC)? What kind of DCs emerge in small and medium-sized enterprises?”. This study clarified that the decision-making of the manager was not a pre-prepared one, but that DMCs emerged as an interaction with employees and external organizations. Thus, DCs were concretely manifested as a series of responses to change, such as sensing change, determining a response policy, and reconfiguring operations.

Keywords: Dynamic capabilities; Dynamic managerial capabilities; Ordinary capabilities; Risk management; Small and medium-sized enterprises; Earthquake; Discontinuous environmental change (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-96-8437-3_12

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DOI: 10.1007/978-981-96-8437-3_12

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