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dc.contributor.authorPeeters, Carine
dc.date.accessioned2019-01-14T14:14:11Z
dc.date.available2019-01-14T14:14:11Z
dc.date.issued2018
dc.identifier.doi10.5465/AMBPP.2018.16301abstract
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6059
dc.description.abstractWe develop a contingency view of the contribution of different types of dynamic capabilities to firm external fitness in context of market disruption. Specifically, we argue that the dynamic capabilities most conducive to maintaining external fitness vary in function of the stage of market disruption. The effort of incumbent to develop and use dynamic capabilities should thus match the stage of market disruption they are in. More than the level of environmental dynamism extensively discussed in the literature, the contingent approach we develop elaborates on the nature of environmental dynamism that changes as markets evolve from one stage of disruption to another. Specifically, we distinguish between three stages of market disruption (emergence, acceleration, and maturity) and three main components of environmental dynamism (unpredictability, frequency, and intensity of change).
dc.language.isoen
dc.publisherAcademy of Management
dc.subjectMarket Disruption
dc.subjectDynamic Capabilities
dc.titleA contingency perspective on dynamic capabilities to deal with market disruption
dc.source.volume2018
dc.source.issue1
vlerick.conferencedate10/08/2018-14/08/2018
vlerick.conferencelocationChicago, United States
vlerick.conferencename78th Annual Meeting of the Academy of Management
vlerick.knowledgedomainStrategy
vlerick.typeconfpresConference Proceeding
vlerick.vlerickdepartmentEGS
dc.identifier.vperid160952


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