On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism

Probably not a substantial claim: may not pass S3 (load-bearing).

The study's response rate was 21.8 percent, which is consistent with comparable studies using key informant methodology.

“I received 302 usable responses, reflecting a response rate of 21.8 percent, which is consistent with comparable studies using key informant methodology (e.g., Capron and Mitchell, 2009).”

• cites Capron and Mitchell, 2009 sourcePartly supported

  In Data collection and sample (page not provided), Capron and Mitchell describe a survey of senior managers and call its 135 mail responses a reasonable number. The citation supports an example of a comparable senior-manager survey, but the paper does not establish that a 21.8% response rate is typical: it reports 135 responses from about 1,500 mailed surveys and 27 from 90 executive-education participants. The 302 responses and 21.8% rate are the citing author's own figures, not figures attributed to this source. (LLM, conf=0.82)

  Experimental — accuracy not yet measured

Probably not a substantial claim: may not pass S1 (asserted).

One position suggests that dynamic capabilities have a comparatively smaller effect on competitive advantage at low levels of environmental dynamism.

“One suggests that their effect on competitive advantage is comparatively smaller at low levels of dynamism (Drnevich and Kriauciunas, 2011;Helfat et al., 2007;Winter, 2003;Zahra et al., 2006;Zollo and Winter, 2002)”

• cites Drnevich and Kriauciunas, 2011 sourceNot checked — no full text of the source
• cites Helfat et al., 2007Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Winter, 2003 sourceSupported

Classified as probably not a substantial claim.

Stable environments may not provide sufficient opportunities to cover the costs of developing dynamic capabilities.

“I acknowledge both the cost argument (Winter, 2003;Zahra et al., 2006;Zollo and Winter, 2002), which suggests that stable environments may not provide sufficient opportunities to cover the costs of developing dynamic capabilities”

• cites Winter, 2003 sourceSupported
• cites Zahra et al., 2006 sourceNot checked — no full text of the source
• cites Zollo and Winter, 2002 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

The study adopted a narrow definition of dynamic capabilities focusing on experience-based, rather static routines and excluding more flexible forms of organizational change.

“Moreover, this study has adopted a rather narrow definition of dynamic capabilities that focuses on experience-based, rather static routines and excludes more flexible forms of organizational change (consistent with, for example, Pierce et al., 2002;Winter, 2003;Zollo and Winter, 2002).”

• cites Pierce et al., 2002Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Winter, 2003 sourceSupported
• cites Zollo and Winter, 2002 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

There was considerable agreement among interviewed managers that organizational change routines can support firms' competitive advantage.

“There was considerable agreement that organizational change routines can support firms' competitive advantage.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Managers disagreed with regard to the relative performance implications of organizational change routines under varying degrees of environmental dynamism.

“Managers disagreed, however, with regard to the relative performance implications under varying degrees of environmental dynamism.”

May combine two claims.

The efficacy of dynamic capabilities decreased significantly when moving from medium to high environmental dynamism, consistent with the argument that they exert their relatively strongest positive impact when dynamism is at intermediate levels.

“Nonetheless, it is important to note that the efficacy of dynamic capabilities decreased significantly when moving from medium to high environmental dynamism, consistent with this article's argument that they exert their relatively strongest positive impact when dynamism is at intermediate levels.”

May combine two claims.

Dynamic capabilities have more complicated performance effects than previously assumed, ranging from nonsignificant in very stable and very dynamic settings to strongly positive in moderately dynamic environments.

“In conclusion, the findings presented here suggest that dynamic capabilities have more complicated performance effects than previously assumed, ranging from nonsignificant in very stable and very dynamic settings to strongly positive in moderately dynamic environments.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Firm size is significantly related to competitive advantage (b = 0.12; p ≤ 0.01).

“Among the control variables, firm size is significantly related to competitive advantage (b = 0.12; p ≤ 0.01).”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

Four supplemental analyses demonstrated the robustness of the results.

“Four supplemental analyses demonstrated the robustness of the results.”

Classified as probably not a substantial claim.

Routine-based dynamic capabilities are not always an adequate means of change, even if there is a significant need for resource configurations.

“Another group of researchers has stressed that routine-based dynamic capabilities are not always an adequate means of change, even if there is a significant need for resource configurations (Eisenhardt and Martin, 2000;Schreyögg and Kliesch-Eberl, 2007).”

• cites Eisenhardt and Martin, 2000 sourceNot checked — no full text of the source
• cites Schreyögg and Kliesch-Eberl, 2007 sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Costs of dynamic capabilities typically arise from activities involved in devising new resources, reconfiguring existing ones, and combinations thereof.

“These costs typically arise from various activities involved in devising new resources, reconfiguring existing ones, and combinations thereof.”

Probably not a substantial claim: may not pass S4 (based). May combine two claims.

Currently, there are two competing views on the effect of environmental dynamism on the link between dynamic capabilities and competitive advantage, with little integration of both perspectives.

“Currently, there are two competing views on the effect of environmental dynamism on the link between dynamic capabilities and competitive advantage, with little integration of both perspectives.”

Classified as probably not a substantial claim.

The presence of dynamic capabilities has frequently been equated with environmental conditions characterized by high dynamism.

“One important source of concern is that the presence of dynamic capabilities has frequently been equated with environmental conditions characterized by high dynamism (Zahra, Sapienza, and Davidsson, 2006).”

• cites Zahra, Sapienza, and Davidsson, 2006 sourceNot checked — no full text of the source

May combine two claims.

Frequent disruption of the underlying resource base may degrade structural reproducibility and decrease an organization's ability to act as a reliable and accountable collective entity.

“This can create significant costs because the frequent disruption of the underlying resource base may degrade structural reproducibility and hence decrease an organization's ability to act as a reliable and accountable collective entity.”

Classified as probably not a substantial claim.

Traditionally, the literature has assumed a universally positive effect of dynamic capabilities on competitive advantage.

“Traditionally, the literature has assumed a universally positive effect of dynamic capabilities on competitive advantage.”

• cites Teece and Pisano, 1994 sourceNot checked — no full text of the source

May combine two claims.

Environments characterized by low dynamism typically reward consistent exploitation of existing resources, whereas constantly reconfiguring resources may disrupt the efficiency and value potential of the firm's resources.

“These environments typically reward consistent exploitation of existing resources (Leonard-Barton, 1992;Teece, 2007), whereas constantly reconfiguring resources may disrupt the efficiency and value potential of the firm's resources.”

• cites Leonard-Barton, 1992 sourceNot checked — no full text of the source
• cites Teece, 2007 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

Strategic alliances give firms access to resources that lie outside of their boundaries.

“While strategic alliances give firms access to resources that lie outside of their boundaries (Das and Teng, 2000), new product development aims at updating the firm's product portfolio (Helfat and Raubitschek, 2000).”

• cites Das and Teng, 2000Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

Alliance management capability and new product development capability are particularly representative for the dynamic capabilities concept.

“Taken together, these two capabilities are particularly representative for the dynamic capabilities concept, which makes them ideal candidates for this study.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Building and maintaining an alliance management capability usually requires substantial investments, such as a dedicated alliance function.

“However, building and maintaining an alliance management capability usually requires substantial investments in, for example, a dedicated alliance function that oversees and supports alliance operations (Heimeriks and Duysters, 2007;Helfat et al., 2007;Kale, Dyer, and Singh, 2002).”

• cites Heimeriks and Duysters, 2007 sourceNot checked — no full text of the source
• cites Helfat et al., 2007Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Kale, Dyer, and Singh, 2002 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

New product development aims at updating the firm's product portfolio.

“While strategic alliances give firms access to resources that lie outside of their boundaries (Das and Teng, 2000), new product development aims at updating the firm's product portfolio (Helfat and Raubitschek, 2000).”

• cites Helfat and Raubitschek, 2000Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S4 (based). May combine two claims.

Matching unfamiliar situations with organizational changes proves difficult and may lead either to unresponsiveness or normalization and, in turn, implementation of inappropriate responses.

“Matching unfamiliar situations with organizational changes proves difficult and may lead either to unresponsiveness or normalization and, in turn, implementation of inappropriate responses.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Organizations with a strong alliance management capability possess routines that support various alliance-related tasks, such as partner identification and interorganizational learning, that facilitate an effective execution of interfirm relationships.

“Organizations with a strong alliance management capability possess routines that support various alliance-related tasks, such as partner identification and interorganizational learning, that facilitate an effective execution of 184 O. Schilke interfirm relationships (Schilke and Goerzen, 2010;Schreiner, Kale, and Corsten, 2009).”

• cites Schilke and Goerzen, 2010 sourceNot checked — no full text of the source
• cites Schreiner, Kale, and Corsten, 2009 sourceNot checked — no full text of the source

May combine two claims.

Contexts where change is frequent and unpredictable and the environment shifts uncertainly among states that place novel demands on the organization produce two kinds of problems for dynamic capabilities: a matching problem and an inertia problem.

“More specifically, contexts where change is frequent and 182 O. Schilke unpredictable and the environment shifts uncertainly among states that place novel demands on the organization produce two kinds of problems for dynamic capabilities, the first of which I call a 'matching problem' and the second an 'inertia problem.'”

Probably not a substantial claim: may not pass S1 (asserted).

When environmental dynamism is high, dynamic capabilities may also have a relatively weak impact on the competitive advantage of firms.

“I expect that when environmental dynamism is high, dynamic capabilities may also have a relatively weak impact on the competitive advantage of firms.”

Classified as probably not a substantial claim.

Investments supporting the institutionalization of alliance management capability are typically associated with nontrivial costs.

“While supporting the institutionalization of alliance management capability, such investments are typically associated with nontrivial costs.”

May combine two claims.

Environmental dynamism affects both the extent of opportunities to change and the organizational capacity to exploit these opportunities via routine-based change.

“Overall, I recognize that environmental dynamism affects both the extent of opportunities to change and the organizational capacity to exploit these opportunities via routine-based change, thus acknowledging the validity of the arguments from both research camps.”

May combine two claims.

When environmental dynamism is at the intermediate level, there is both a potential for organizational change and the capacity to make good use of the routinized practices that underlie dynamic capabilities.

“When environmental dynamism is at the intermediate level, there is both a potential for organizational change and the capacity to make good use of the routinized practices that underlie dynamic capabilities.”

Classified as probably not a substantial claim.

The positive effect of dynamic capabilities first increases but then diminishes as environmental dynamism continues to rise, eventually declining at high levels of dynamism.

“In summary, I expect the positive effect of dynamic capabilities first to increase but then to diminish as environmental dynamism continues to rise, eventually declining at high levels of dynamism.”

May combine two claims.

Strategic alliances and new product development are essential means for reconfiguring the organizational resource base.

“First, strategic alliances and new product development are essential means for reconfiguring the organizational resource base.”

• cites Das and Teng, 2000Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Helfat and Raubitschek, 2000Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Classified as probably not a substantial claim. May combine two claims.

Environmental dynamism is positively associated with alliance partner diversity and alliance geographic diversity.

“Terjesen, Patel, and Covin (2011), for example, report significant positive associations between environmental dynamism and alliance partner diversity as well as alliance geographic diversity.”

• cites Terjesen, Patel, and Covin, 2011 sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Intermediate dynamism environments are dynamic enough to create opportunities for change but stable enough for organizations to recognize recurring problem structures and successfully leverage solutions existing in organizational memory.

“These environments are dynamic enough to create opportunities for change but stable enough for organizations to recognize reoccurring problem structures and successfully leverage solutions existing in organizational memory.”

Probably not a substantial claim: may not pass S1 (asserted).

Dynamic capabilities have the relatively strongest positive effect on the competitive advantage of firms when environmental dynamism is intermediate.

“In contrast, I expect that dynamic capabilities have the relatively strongest positive effect on the On the Contingent Value of Dynamic Capabilities 183 competitive advantage of firms when environmental dynamism is intermediate.”

Classified as probably not a substantial claim.

Although highly dynamic environments provide ample opportunities for resource reconfigurations, the high frequency of novel situations and the necessity to bring about discontinuous organizational change make the routine-based mechanisms dynamic capabilities rest on comparatively less appropriate, given the matching and inertia problems associated with them.

“Although highly dynamic environments provide ample opportunities for resource reconfigurations, the high frequency of novel situations and the necessity to bring about discontinuous organizational change in these settings make the routinebased mechanisms dynamic capabilities rest on comparatively less appropriate, given the matching and inertia problems associated with them.”

May combine two claims.

Given the absence of relevant stimulus knowledge, an out-of-family state may either be ignored or become normalized, and potentially inappropriate organizational responses may be matched to these normalized situations.

“Given the absence of relevant stimulus knowledge, an out-of-family state may either be ignored or become normalized-that is, treated as if it were a familiar event already encountered and understood in the past-, and potentially inappropriate organizational responses may in turn be matched to these normalized situations (Levinthal and Rerup, 2006;Weick and Sutcliffe, 2006).”

• cites Levinthal and Rerup, 2006 sourceNot checked — no full text of the source
• cites Weick and Sutcliffe, 2006 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

The extant empirical literature finds that alliance management capability tends to be positively related to performance.

“The extant empirical literature finds that alliance management capability tends to be positively related to performance (see Sluyts et al., 2011 for a recent review).”

• cites Sluyts et al., 2011 sourceNot checked — no full text of the source

May combine two claims.

Dynamic capabilities follow a patterned stimulus-response logic and match particular environmental states with certain avenues for organizational change.

“Following a patterned stimulus-response logic, they match particular environmental states with certain avenues for organizational change (Levinthal, 2000;Pierce et al., 2002).”

• cites Levinthal, 2000Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Pierce et al., 2002Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing).

Survey information from the key informant was triangulated with complementary data sources to establish its accuracy.

“When possible, survey information obtained from the key informant in the main study was triangulated with complementary data sources to establish its accuracy (Homburg et al., 2012), as described below.”

• cites Homburg et al., 2012 sourceNot checked — no full text of the source

May combine two claims.

When environmental dynamism is at an intermediate level, there is a potential for repeated new product launches that make investments in capability development worthwhile and firms also have the capacity to utilize effectively experience-based new product development routines to create new, successful products that build on existing solutions.

“In summary, when environmental dynamism is at an intermediate level, there is a potential for repeated new product launches that make investments in capability development worthwhile and firms also have the capacity to utilize effectively experiencebased new product development routines to create new, successful products that build on existing solutions.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Firm age influences a firm's competitive advantage and the extent of patterned forms of behavior that underpin dynamic capabilities.

“Firm age has been suggested to influence a firm's competitive advantage (Zahra, Ireland, and Hitt, 2000) as well as the extent of patterned forms of behavior that underpin dynamic capabilities (Helfat and Peteraf, 2003).”

• cites Zahra, Ireland, and Hitt, 2000 sourceNot checked — no full text of the source
• cites Helfat and Peteraf, 2003 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S1 (asserted). May combine two claims.

New product development routines lead to new product innovations that in turn result in competitive advantage.

“It is commonly assumed that such routines lead to new product innovations that in turn result in competitive advantage (Lawson and Samson, 2001).”

• cites Lawson and Samson, 2001 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Product and market scope may affect a firm's competitive advantage and capability development.

“In line with Zott and Amit (2008), I controlled for the breadth of the firm's product offering and targeted market, as these are key dimensions of a firm's strategy that may affect its competitive advantage and capability development.”

• cites Zott and Amit, 2008 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

73.5 percent of the participants in the final dataset had been with their current firm for six years or longer.

“Overall, 73.5 percent of the participants in the final dataset had been with their current firm for six years or longer (see Table 1).”

Classified as probably not a substantial claim.

A new product development capability usually entails durable commitment of funds, for example to support skilled personnel, specialized facilities, and state-of-the-art equipment.

“Similar to my discussion of alliance management capability, it is important to note that a new product development capability usually entails durable commitment of funds-e.g., to support skilled personnel, specialized facilities, and stateof-the-art equipment (Helfat et al., 2007).”

• cites Helfat et al., 2007Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

The perceptual competitive advantage measure showed significant positive correlations with three-year growth in sales revenues (r = 0.32), number of employees (r = 0.28), and accounting value of assets (r = 0.39).

“I found significant associations for growth in sales revenues (r = 0.32, p ≤ 0.01), number of employees (r = 0.28, p ≤ 0.001), and accounting value of assets (r = 0.39, p ≤ 0.001), which lends further credibility to the perceptual competitive advantage measure.”

• cites Helfat et al., 2007Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing).

The questionnaire items were refined through in-depth interviews with 13 managers, an item sorting pretest with 15 scholars, and a pretest with 21 managers.

“Following the recommendations of DeVellis (2003), the questionnaire items were further refined through in-depth interviews with 13 managers (described above), an item sorting pretest based on Anderson and Gerbing (1991) administered to 15 scholars, and a pretest of the questionnaire conducted with 21 managers.”

• cites DeVellis, 2003Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Anderson and Gerbing, 1991 sourceNot checked — no full text of the source

May combine two claims.

The Rubbermaid case study illustrates that a firm with highly professionalized innovation routines began to struggle when the environment changed drastically in the early 1990s, ultimately resulting in deterioration of the firm's competitive advantage.

“Long known as a best-in-class 'new product machine' with highly professionalized innovation routines that allowed for continuously and quickly bringing a large number of products to the market, the firm began to struggle when the environment was beginning to change drastically in the early 1990s.”

• cites Helfat et al., 2007Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

In the moderately dynamic mainframe sector, Eisenhardt and Tabrizi find the capability's underlying routines substantially enhance predictability and effectiveness by coordinating the entire new product development process, whereas such routines were less beneficial in the more dynamic personal computing industry.

“In the moderately dynamic 186 O. Schilke mainframe sector, for example, Eisenhardt and Tabrizi (1995) find the capability's underlying routines to substantially enhance predictability and effectiveness by coordinating the entire new product development process from initial specification through manufacturing ramp-up whereas such routines were less beneficial in the more dynamic personal computing”

• cites Eisenhardt and Tabrizi, 1995 sourceNot checked — no full text of the source

May combine two claims.

Firms with strong alliance management capability tend to follow established partner selection protocols and tend to engage in social bonding with their partners, both of which favor repeated ties with the same portfolio of alliance partners.

“Also, firms with strong alliance management capability tend to follow established partner selection protocols (Heimeriks, 2010) and tend to engage in social bonding with their partners (Schreiner et al., 2009), both of which favor repeated ties with the same portfolio of alliance partners.”

• cites Heimeriks, 2010 sourceNot checked — no full text of the source
• cites Schreiner et al., 2009 sourceNot checked — no full text of the source

May combine two claims.

The study's first-order, multi-item constructs have reliable and valid measures.

“The values obtained indicate reliable and valid measures of the individual constructs.”

May combine two claims.

The study used a three-year time lag between the independent and dependent variables to enhance causal inference and reduce common method bias.

“My objectives were to establish temporal order of the independent variables (preceding in time) to the dependent variables to enhance causal inference (Biddle, Slavings, and Anderson, 1985) as well as to allow time for the performance effects of dynamic capabilities to materialize (Zahra et al., 2006: 947) and also to reduce the threat of a potential common method bias that could have been present”

• cites Biddle, Slavings, and Anderson, 1985 sourceNot checked — no full text of the source
• cites Zahra et al., 2006 sourceNot checked — no full text of the source
• cites Podsakoff and Organ, 1986 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The final sample size of 279 matched questionnaires is in line with sample sizes in other strategy studies and exceeds common recommendations for advanced statistical analyses.

“While this sample size may not be considered very large, it is much in line with sample sizes in other strategy studies (Phelan, Ferreira, and Salvador, 2002) and exceeds common recommendations for advanced statistical analyses (e.g., MacCallum et al., 1999).”

• cites Phelan, Ferreira, and Salvador, 2002 sourceNot checked — no full text of the source
• cites MacCallum et al., 1999 sourceNot checked — no full text of the source

May combine two claims.

The interrater reliability for environmental dynamism from 36 secondary key informants was ICC(1) = 0.20, exceeding the common 0.1 threshold.

“I obtained an ICC(1) of 0.20, which clearly exceeds the common 0.1 threshold.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The importance of the industry in which a firm competes as a predictor of firm-level variables is widely recognized.

“The importance of the industry in which a firm competes as a predictor of firm-level variables is widely recognized in the literature (Dess, Ireland, and Hitt, 1990).”

• cites Dess, Ireland, and Hitt, 1990 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

Investing in specialized coordination committees promotes routinized product development.

“For example, Clark and Fujimoto (1990) find that investing in specialized coordination committees promotes routinized product development.”

• cites Clark and Fujimoto, 1990Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S2 (checkable).

Environmental dynamism refers to the volatility and unpredictability of the firm's external environment.

“Environmental dynamism refers to the volatility and unpredictability of the firm's external environment (Miller and Friesen, 1983).”

• cites Miller and Friesen, 1983 sourceNot checked — no full text of the source

May combine two claims.

The interrater reliability for performance information from a second key informant was ICC(1) = 0.24, which exceeded Bliese's 0.1 cutoff.

“I obtained an ICC(1) of 0.24, which clearly exceeded Bliese's (1998) 0.1 cutoff.”

• cites Bliese, 1998 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

Alliance management capability has a five-dimensional, second-order structure.

“I used the measure developed by Schilke and Goerzen (2010), which suggests a five-dimensional, second-order structure of the construct, with the underlying dimensions of (1) interorganizational coordination; (2) alliance portfolio coordination; (3) interorganizational learning; (4) alliance proactiveness; and (5) alliance transformation.”

• cites Schilke and Goerzen, 2010 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S4 (based).

At intermediate levels of dynamism, a balance exists between firms' ability to leverage their alliance management investments and to effectively exploit their experience-based alliance management routines.

“At intermediate levels of dynamism, finally, I expect a balance to exist between firms' ability to leverage their alliance management investments and to effectively exploit their experience-based alliance management routines.”

May combine two claims.

In intermediate dynamism settings, alliances are frequent enough to justify the costs of developing alliance management capability, and environmental states are similar enough to pursue alliance management in a routinized fashion that strongly builds on past experiences and to make effective use of similar types of alliances.

“In these settings, alliances are frequent enough to justify the costs of developing alliance management capability, and environmental states are similar enough to pursue alliance management in a routinized fashion that strongly builds on past experiences and to make effective use of similar types of alliances.”

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

Care should be exercised in generalizing the study's results beyond the broad range of manufacturing firms representing a variety of industries in the dataset.

“For example, although this dataset included a broad range of manufacturing firms representing a variety of industries, care should be exercised in generalizing the results.”

May combine two claims.

Both dynamic capabilities have a positive relationship with competitive advantage.

“As such, both dynamic capabilities have a positive relationship with competitive advantage.”

Probably not a substantial claim: may not pass S4 (based).

Environmental dynamism could alter the fabric of the industry and cause the decay of the firm's resources or render them strategically irrelevant.

“Dynamism could alter the fabric of the industry and cause the decay of the firm's resources or render them strategically irrelevant.”

Probably not a substantial claim: may not pass S2 (checkable).

Investments in building dynamic capabilities (such as alliance management capability and new product development capability) are strategically justified in many firm environments.

“In terms of managerial implications, the results suggest that investments in building dynamic capabilities (such as alliance management capability and new product development capability) are strategically justified in many firm environments.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Some dynamic capability routines develop accidentally, while others require managers' patient investments and foresight in deciding where and how to build and deploy these capabilities to achieve a competitive advantage.

“Even though some of the routines develop accidentally, others require managers' patient investments and foresight in deciding where and how to build these capabilities as well as how to deploy them to achieve a competitive advantage.”

Probably not a substantial claim: may not pass S2 (checkable).

The study helps reduce ambiguities regarding the role of environmental dynamism in the dynamic capabilities framework.

“Overall, this study thus helps reduce ambiguities regarding the role of environmental dynamism in the dynamic capabilities framework (Zahra et al., 2006).”

• cites Zahra et al., 2006 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable).

The study's empirical findings help clarify a key contingency that influences the efficacy of dynamic capabilities.

“The study's empirical findings help clarify a key contingency that influences the efficacy of dynamic capabilities.”

Classified as probably not a substantial claim.

Measures of the dependent variable were collected in a separate survey to safeguard against common method bias.

“First, and most importantly, measures of the dependent variable were collected in a separate survey (Podsakoff and Organ, 1986).”

• cites Podsakoff and Organ, 1986 sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

Dynamic capabilities reconfigure a firm's resource base.

“As noted, dynamic capabilities reconfigure a firm's resource base, and managers need to pay attention to building and exploiting these capabilities in ways that generate a competitive advantage.”

May combine two claims.

The U-shaped moderation of the dynamic capabilities-competitive advantage relationship by environmental dynamism implies that both the cost argument and the familiarity/discontinuity argument are valid.

“The U-shaped moderation proposed and tested here implies that both arguments are valid and that the interaction among dynamic capabilities, environmental dynamism, and competitive advantage may be more complex than a simple linear relationship considered by earlier work (e.g., Drnevich and Kriauciunas, 2011).”

• cites Drnevich and Kriauciunas, 2011 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

The fact that the sample consists of both firms and business units is controlled for in the empirical analysis.

“While the fact that the sample consists of both firms and business units may be viewed as a limitation, I control for this issue in the empirical analysis as described further below.”

Probably not a substantial claim: may not pass S1 (asserted).

Another position raises doubts about the effectiveness of dynamic capabilities in highly dynamic environments.

“while the other raises doubts about their effectiveness in highly dynamic environments (Eisenhardt and Martin, 2000;Schreyögg and Kliesch-Eberl, 2007).”

• cites Eisenhardt and Martin, 2000 sourceNot checked — no full text of the source
• cites Schreyögg and Kliesch-Eberl, 2007 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

Multi-group structural equation modeling lent further support to the hypotheses.

“The results of the multi-group analyses lent further support to the hypotheses.”

• cites Byrne, 2001Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Hair et al., 2006Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

Dynamic capabilities can be strategically valuable even in high velocity environments, possibly because an inventory of established change repertories can indirectly facilitate novel action by providing the fodder for new recombinations.

“It suggests a less extreme position in that these capabilities can be strategically valuable even in high velocity environments, possibly because an inventory of established change repertories can indirectly facilitate novel action by providing the fodder for new recombinations (Levinthal and Rerup, 2006;Wirtz, Mathieu, and Schilke, 2007).”

• cites Levinthal and Rerup, 2006 sourceNot checked — no full text of the source
• cites Wirtz, Mathieu, and Schilke, 2007 sourceNot checked — no full text of the source

May combine two claims.

A spline specification showed interactions were positive up to the median and then became negative, in line with Hypotheses 1 and 2.

“The interactions were positive up to the median and then became negative, in line with Hypotheses 1 and 2”