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Dynamic Capabilities in times of digitalisation – An analysis of pattern and barriers during discontinuous changes
Digitalisation is considered as the biggest change of the 21st century. There are many companies that stand out due to high growth rates, but there are also companies that are losing market share as a result of digitalisation. The term digitalisation can be divided into a technical understanding („digitisation“) and a change-centred understanding („digitalisation“). In order to enable a precise definition of digitisation, it is divided into several waves. The impact of digitalisation affects all companies – but on different levels: It enables digital processes, digital products/services and digital business models. Thus, it leads to a long-term discontinuous change and completely new digital value systems.
Dealing with changes demands dynamic capabilities of sensing, seizing and reconfiguring operational capabilities and therefore changing business activities. In times of long-term discontinuous changes under digitalisation, different patterns of (more or less discontinuous and comprehensive) activation of dynamic capabilities and their utilisation for changes in operational capabilities and business activities can be determined based on theory. Some companies recognise digitisation as an opportunity for change to induce major changes in business activities. Other companies tend to react in a wait-and-see approach and focus on continuous, incremental development. With reference to the activated pattern, not only strategic decisions can drive the selection of a capability pattern, but also barriers can limit the change process of companies. In the procedural sequence of dynamic capabilities, specific barriers can be identified and assigned to the individual transitions.
keywordsAnsatzpunkte der Digitalisierung Barrieren Digitalisierung Diskontinuierliche Veränderung Dynamic Capabilities Fähigkeitsmuster Innovation Organisation Strategisches Management
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