Dynamic capabilities as antecedents of the scope of related diversification: the case of small firm accountancy practices
Strategic Management JournalPublished 16 June 2008
Erik Døving, Paul N. Gooderham
Citations297
SJR quartileQ1
SJR score10.18
SNIP3.84
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TL;DR
This analysis of 254 Norwegian small firm accountancy practices' possession of key dynamic capabilities including the heterogeneity of their human capital, their internal development routines, and their alliances with complementary service providers finds that dynamic capabilities have a distinct impact on the scope of services.
Abstract
Abstract We propose that differences in the scope of related diversification in firms can be accounted for by differences in their dynamic capabilities. In order to test this, we analyze 254 Norwegian small firm accountancy practices' possession of key dynamic capabilities including the heterogeneity of their human capital, their internal development routines, and their alliances with complementary service providers. We also analyze the influence of strategic choice, in terms of the positioning of the practice and its underlying strategic intent. While we observe no clear effects for these two latter factors, we find that dynamic capabilities have a distinct impact on the scope of services. Copyright © 2008 John Wiley & Sons, Ltd.
Keywords
Business, Management and Accounting
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