Second-order dynamic capabilities: How do they matter?

Research output: Contribution to journalArticle

65 Citations (Scopus)

Abstract

Similar to the fairly well-established distinction between substantive capabilities and dynamic capabilities, a further distinction can be made between first-order dynamic capabilities (which have been the subject of much interest and debate over the past two decades) and second-order dynamic capabilities (which have received considerably less attention thus far). Based on a large-scale survey study in the context of strategic alliances, this paper empirically examines second-order dynamic capabilities in two ways. First, I find that, for the most part, the performance effect of second-order dynamic capabilities is indirect and mediated by first-order dynamic capabilities. Second, results show a negative interaction between first-and second-order dynamic capabilities, suggesting that they function as substitutes in affecting performance outcomes. These findings contribute to a better understanding of the interplay between levels of the dynamic capabilities hierarchy.

Original languageEnglish (US)
Pages (from-to)368-380
Number of pages13
JournalAcademy of Management Perspectives
Volume28
Issue number4
DOIs
StatePublished - Nov 1 2014

Fingerprint

Dynamic capabilities
Interaction
Strategic alliances
Substitute

ASJC Scopus subject areas

  • Marketing
  • Business and International Management
  • Strategy and Management

Cite this

Second-order dynamic capabilities : How do they matter? / Schilke, Oliver.

In: Academy of Management Perspectives, Vol. 28, No. 4, 01.11.2014, p. 368-380.

Research output: Contribution to journalArticle

@article{b1d558c1919e427483a3c51a11a6703b,
title = "Second-order dynamic capabilities: How do they matter?",
abstract = "Similar to the fairly well-established distinction between substantive capabilities and dynamic capabilities, a further distinction can be made between first-order dynamic capabilities (which have been the subject of much interest and debate over the past two decades) and second-order dynamic capabilities (which have received considerably less attention thus far). Based on a large-scale survey study in the context of strategic alliances, this paper empirically examines second-order dynamic capabilities in two ways. First, I find that, for the most part, the performance effect of second-order dynamic capabilities is indirect and mediated by first-order dynamic capabilities. Second, results show a negative interaction between first-and second-order dynamic capabilities, suggesting that they function as substitutes in affecting performance outcomes. These findings contribute to a better understanding of the interplay between levels of the dynamic capabilities hierarchy.",
author = "Oliver Schilke",
year = "2014",
month = "11",
day = "1",
doi = "10.5465/amp.2013.0093",
language = "English (US)",
volume = "28",
pages = "368--380",
journal = "Academy of Management Perspectives",
issn = "1558-9080",
publisher = "Academy of Management",
number = "4",

}

TY - JOUR

T1 - Second-order dynamic capabilities

T2 - How do they matter?

AU - Schilke, Oliver

PY - 2014/11/1

Y1 - 2014/11/1

N2 - Similar to the fairly well-established distinction between substantive capabilities and dynamic capabilities, a further distinction can be made between first-order dynamic capabilities (which have been the subject of much interest and debate over the past two decades) and second-order dynamic capabilities (which have received considerably less attention thus far). Based on a large-scale survey study in the context of strategic alliances, this paper empirically examines second-order dynamic capabilities in two ways. First, I find that, for the most part, the performance effect of second-order dynamic capabilities is indirect and mediated by first-order dynamic capabilities. Second, results show a negative interaction between first-and second-order dynamic capabilities, suggesting that they function as substitutes in affecting performance outcomes. These findings contribute to a better understanding of the interplay between levels of the dynamic capabilities hierarchy.

AB - Similar to the fairly well-established distinction between substantive capabilities and dynamic capabilities, a further distinction can be made between first-order dynamic capabilities (which have been the subject of much interest and debate over the past two decades) and second-order dynamic capabilities (which have received considerably less attention thus far). Based on a large-scale survey study in the context of strategic alliances, this paper empirically examines second-order dynamic capabilities in two ways. First, I find that, for the most part, the performance effect of second-order dynamic capabilities is indirect and mediated by first-order dynamic capabilities. Second, results show a negative interaction between first-and second-order dynamic capabilities, suggesting that they function as substitutes in affecting performance outcomes. These findings contribute to a better understanding of the interplay between levels of the dynamic capabilities hierarchy.

UR - http://www.scopus.com/inward/record.url?scp=84919614864&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84919614864&partnerID=8YFLogxK

U2 - 10.5465/amp.2013.0093

DO - 10.5465/amp.2013.0093

M3 - Article

AN - SCOPUS:84919614864

VL - 28

SP - 368

EP - 380

JO - Academy of Management Perspectives

JF - Academy of Management Perspectives

SN - 1558-9080

IS - 4

ER -