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The Impact of Improvisational and Dynamic Capabilities on Business Model Innovation During COVID-19: A Composite-Based Approach

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The Role of Digital Technologies in Shaping the Post-Pandemic World (I3E 2022)

Part of the book series: Lecture Notes in Computer Science ((LNCS,volume 13454))

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Abstract

Dynamic capabilities embody various capabilities that drive the organization’s adaptiveness and are studied from management and information systems perspectives. However, the impact of specific dynamic and organizational capabilities, i.e., management system adaptability and improvisational capabilities, on business model innovation under tumultuous times still has to be unfolded. Therefore, this study investigates the role of these capabilities during the COVID-19 crisis. This study presents the results of analyses on obtained survey data (N = 105) from Ghana and shows that these two strategic capabilities significantly influence business model innovation. Also, this study shows that business model innovation positively influences organizational performance under COVID-19. These results extend the current knowledge base of dynamic and organizational capabilities while offering implications for practice. We also offer various practical recommendations that help overcome business model innovation challenges during tumultuous times.

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Author information

Authors and Affiliations

  1. Faculty of Science, Open University, Heerlen, The Netherlands

    Rogier van de Wetering & Ronald van den Heuvel

  2. Marketing Department, Central University, Accra, Ghana

    Joshua Doe

  3. Department of Management, Ahmed Bin Mohammed Military College, Doha, Qatar

    Hussam Al Halbusi

Authors
  1. Rogier van de Wetering
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  2. Joshua Doe
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  3. Ronald van den Heuvel
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  4. Hussam Al Halbusi
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Corresponding author

Correspondence to Rogier van de Wetering .

Editor information

Editors and Affiliations

  1. Newcastle University Business School, Newcastle upon Tyne, UK

    Savvas Papagiannidis

  2. Newcastle University Business School, Newcastle upon Tyne, UK

    Eleftherios Alamanos

  3. Newcastle University Business School, Newcastle upon Tyne, UK

    Suraksha Gupta

  4. Swansea University, Swansea, UK

    Yogesh K. Dwivedi

  5. University of Turku, Turku, Finland

    Matti Mäntymäki

  6. University of Agder, Kristiansand, Norway

    Ilias O. Pappas

Appendix A: Measurement items

Appendix A: Measurement items

Improvisational Capabilities

(7-point Likert Scale, 1 = Strongly disagree, 7 = Strongly agree)

To what extent do you agree with the following statements?

  • IMP1: We apply combinations of business and IT resources at hand to pursue new strategic initiatives such as entering a new market

  • IMP2: We apply combinations of resources at hand for new business operations

  • IMP3: We apply combinations of resources at hand for expansion

  • IMP4: We apply combinations of resources at hand to create new products or services

Management System Adaptability

(7-point Likert Scale, 1 = Strongly disagree, 7 = Strongly agree)

To what extent do you agree with the following statements?

  • MSA1:The management systems in this organization encourage people to challenge outmoded traditions/practices/sacred cows

  • MSA2: The management systems in this organization are flexible enough to allow us to respond quickly to the current changes in our markets

  • MSA3: The management systems in this organization evolve rapidly in response to shifts in our business priorities

Business Model Innovation

(7-point Likert Scale,, 1 = Strongly disagree, 7 = Strongly agree.

Please indicate your firm’s capabilities relative to competition for each of the following:

  • BMI1: Our business model offers new combinations of products, services, and information

  • BMI2: Our business model attracts a lot of new customers

  • BMI3: Our business model attracts a lot of new suppliers and partners

  • BMI4: Our business model bonds participants together in novel ways

  • BMI5: Our business model links participants to transactions in novel ways

  • BMI6: We frequently introduce new ideas and innovations into our business model

  • BMI7: We frequently introduce new operational processes, routines, and norms into our business model

  • BMI8: We are pioneers of the business model

  • BMI9: Overall, our business model is novel

Organizational Performance During COVID-19

(7-point Likert Scale,, 1 = Strongly disagree, 7 = Strongly agree)

For the past few weeks, our company, relatively to our main competitors in the same industry (for non-competing governmental agencies, you could also read competitors as ‘other ministries or departments’), has been able to maintain or increase:

  • OP1:Customer satisfaction

  • OP2: Business brand and image

  • OP3: Customer loyalty

  • OP4: Market share

  • OP5: Profitability

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van de Wetering, R., Doe, J., van den Heuvel, R., Al Halbusi, H. (2022). The Impact of Improvisational and Dynamic Capabilities on Business Model Innovation During COVID-19: A Composite-Based Approach. In: Papagiannidis, S., Alamanos, E., Gupta, S., Dwivedi, Y.K., Mäntymäki, M., Pappas, I.O. (eds) The Role of Digital Technologies in Shaping the Post-Pandemic World. I3E 2022. Lecture Notes in Computer Science, vol 13454. Springer, Cham. https://doi.org/10.1007/978-3-031-15342-6_33

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  • DOI: https://doi.org/10.1007/978-3-031-15342-6_33

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  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-031-15341-9

  • Online ISBN: 978-3-031-15342-6

  • eBook Packages: Computer ScienceComputer Science (R0)

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