TY - JOUR
T1 - Complementarity versus substitutability of dynamic and operational capabilities in B2B firms
T2 - A configurational approach
AU - Nagy, Gabor
AU - Jaakkola, Matti
AU - Koporcic, Nikolina
N1 - Ref: IMM_2017_638_R2
Title: Complementarity versus substitutability of dynamic and operational capabilities in B2B firms: a configurational approach
Journal: Industrial Marketing Management
Dear Dr. Nagy,
Please accept our apologies for the late reply to your resubmission. We have received many submission and resubmissions and these have demanded an extensive review process. Your revision is substantive in scale and detailed in focus which we appreciated and your manuscript has benefited from. I am pleased to inform you that your paper has been accepted for publication. Now that your manuscript has been accepted for publication it will proceed to copy-editing and production. We will be in touch in due course as we move toward production but anticipate publication in 2019.
Thank you for submitting your work to Industrial Marketing Management. We hope you consider us again for future submissions.
Kind regards,
Robert Morgan
Special Issue Guest Editor
Industrial Marketing Management
PY - 2019/11
Y1 - 2019/11
N2 - Despite extensive research into dynamic and operational capabilities, understanding of their interplay is still scant. Both complementary and substitutive roles have been proposed in prior conceptual studies, but only limited systematic empirical investigations into the mutual interdependence of these capabilities have been conducted. Drawing on a sample of 219 Hungarian B2B firms, this study incorporates prior literature on dynamic and operational capabilities and employs a set-theoretical approach to examine whether the capabilities complement or substitute each other in producing high levels of business performance. While evidence for both types of interdependency is provided, the findings generally support the view that dynamic and operational capabilities are complementary rather than substitutive. The two types of capabilities also explain business performance better jointly than in isolation. Several effective capability configurations, associated with high business performance, are identified. The findings paint a detailed picture of the complex interplay between dynamic and operational capabilities, thereby contributing toacademic and managerial audiences alike.
AB - Despite extensive research into dynamic and operational capabilities, understanding of their interplay is still scant. Both complementary and substitutive roles have been proposed in prior conceptual studies, but only limited systematic empirical investigations into the mutual interdependence of these capabilities have been conducted. Drawing on a sample of 219 Hungarian B2B firms, this study incorporates prior literature on dynamic and operational capabilities and employs a set-theoretical approach to examine whether the capabilities complement or substitute each other in producing high levels of business performance. While evidence for both types of interdependency is provided, the findings generally support the view that dynamic and operational capabilities are complementary rather than substitutive. The two types of capabilities also explain business performance better jointly than in isolation. Several effective capability configurations, associated with high business performance, are identified. The findings paint a detailed picture of the complex interplay between dynamic and operational capabilities, thereby contributing toacademic and managerial audiences alike.
KW - Dynamic capabilities
KW - Operational capabilities
KW - Complement
KW - Substitute
KW - Business performance
U2 - 10.1016/j.indmarman.2018.11.006
DO - 10.1016/j.indmarman.2018.11.006
M3 - Article
VL - 83
SP - 42
EP - 58
JO - Industrial Marketing Management
JF - Industrial Marketing Management
SN - 0019-8501
ER -