Dynamic capabilities and performance: strategy, structure and environment

Ralf Wilden, Siegfried P. Gudergan, Bo Bernhard Nielsen, Ian Lings

Research output: Contribution to journalArticlepeer-review

491 Citations (Scopus)


Dynamic capabilities are widely considered to incorporate those processes that enable organizations to sustain superior performance over time. In this paper, we argue theoretically and demonstrate empirically that these effects are contingent on organizational structure and the competitive intensity in the market. Results from partial least square structural equation modeling (PLS-SEM) analyses indicate that organic organizational structures facilitate the impact of dynamic capabilities on organizational performance. Furthermore, we find that the performance effects of dynamic capabilities are contingent on the competitive intensity faced by firms. Our findings demonstrate the performance effects of internal alignment between organizational structure and dynamic capabilities, as well as the external fit of dynamic capabilities with competitive intensity. We outline the advantages of PLS-SEM for modeling latent constructs, such as dynamic capabilities, and conclude with managerial implications.
Original languageEnglish
Pages (from-to)72-96
Number of pages25
JournalLong Range Planning
Issue number1-2
Publication statusPublished - Feb 2013
Externally publishedYes


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