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Title: Strategy processes, organizational capabilities, and firm performance through the theoretical lenses of the resource based view and dynamic capabilities : a study of Indian high-tech firms
Author: Qaiyum, Sameer
ISNI:       0000 0004 8499 1744
Awarding Body: Royal Holloway, University of London
Current Institution: Royal Holloway, University of London
Date of Award: 2016
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The strategy process literature studies how strategies are formed in firms, but underemphasizes the role of firms' internal capabilities. Conversely, the resource-based view (RBV), and the dynamic capabilities view (DCV) emphasizes the role of firms' internal capabilities but underplays the role of strategy processes. In response to these gaps, this study empirically examines the relationship between strategy processes, organizational capabilities, and firm performance, using the theoretical lenses of RBV and DCV. Specifically, three research models have been constructed: The base model tested the relationship between strategy processes, organizational capabilities, and firm performance. The second model dwelled further deep into the first half of the base model and emphasized the complexities arising from the combination of different strategy processes, and the combination of different organizational capabilities. The last model concentrated on the second half of the base model, with a particular focus on the comparison of ordinary and dynamic capabilities strength. Based on survey data from 260 Indian high-tech firms, the thesis finds broad support for all the three models. These results inform the strategy process literature of the importance of organizational capabilities as the mediator between strategy processes and firm performance, responding to long-standing demands for the introduction of a mediating variable between this relationship. They enhance ambidexterity literature as they show how firms align ambidexterity at strategy process and organizational capabilities level, thus, listening to recent calls for providing strategic antecedents of organizational ambidexterity. They also contribute to RBV and DCV literature by cautioning against any exalted position given to dynamic capabilities, which helps settle the on-going debate on the abilities of different capabilities to generate competitive advantage. Overall, the findings suggest that to improve firms' profitability and growth; managers need to employ different types of strategy processes that take into account both ordinary and dynamic capabilities in technological and marketing functions.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: Strategy Process ; Organisational Capabilities ; Technological Capabilities ; High Tech ; Indian ; Resource Based View ; Dynamic Capabilities ; Organisational Ambidexteirty