The Influence of Dominant Logic on Dynamic Capability: A Theoretical Investigation

By Daniel A. Cernas Ortiz and Derrick D’Souza.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

Dynamic capability allows organizations to keep pace with environmental changes. Dominant logic, on the other hand, is a cognitive structure that results from an accumulation of management experiences. Although researchers have posited that dominant logic and dynamic capability are intertwined constructs, the precise nature of the relationship remains, for the most part, unexplored. Building on existing theory, we offer an explanation of the linkage between the two constructs. We demonstrate that dominant logic can suppress or enhance dynamic capability and identify specific conditions when such changes can be expected to occur. At a more general level, we find that dominant logic can enhance or hinder organizational adaptation. Three propositions are presented, and implications for research and practice are discussed.

Keywords: Dominant Logic, Dynamic Capabilities Change

International Journal of Knowledge, Culture and Change Management, Volume 10, Issue 2, pp.37-48. Article: Print (Spiral Bound). Article: Electronic (PDF File; 652.413KB).

Daniel A. Cernas Ortiz

Doctoral Student, Department of Management, University of North Texas, Denton, Texas, USA

Daniel Cernas Ortiz is a doctoral student in the Department of Management at the University of North Texas. His primary research interests focus on corporate level strategy; more specifically, corporate diversification, mergers & acquisitions, and joint ventures. Daniel is also interested in factors, such as dynamic capabilities, that are believed to impact the competitive advantage of firms.

Derrick D’Souza

Professor, Department of Management, University of North Texas, Denton, Texas, USA

Derrick D’Souza is Professor of Management at University of North Texas, Denton, Texas. He teaches business integration, strategic management and international management. Prior to entering academia, Dr. D'Souza spent several years providing corporate consulting services to international firms. He has received several research and teaching awards. His articles have appeared in the Journal of Operations Management, Production and Operations Management, Decision Sciences Journal, Entrepreneurship Theory and Practice, Information Systems Management, Information Strategy, and the Journal of Managerial Issues, among others. He has co-authored a text book on business integration titled A Toolbook for Strategic Business Integration (2000). His research interests include strategic business integration, dynamic capabilities, absorptive capacity, international business operations and the use of technology in industry (e.g., ERP) and in education (e.g. wikis and clickers).


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