Purpose: In the past two decades, shopping online has grown at a rapid pace, and it had a significant impact on every player in the retail industry from a small retailer to large retail chains. The retailers were forced to redefine the way they operate by managing various channels to reach their consumers. This study explores the obstacles that small retailers are facing while transitioning to omnichannel retailing and identify the capabilities required to overcome the obstacles. Main research questions: 1. What market pressures do small retailers experience with the change in consumer shopping behavior? 2. What are the obstacles that small retailers face while transitioning into omnichannel retailing? 3. Which capabilities assist the small retailers in overcoming the obstacles that they are facing while transitioning into omnichannel retailing? Methodology: This thesis has conducted multiple case studies. In the study, eight small retailers located in Uppsala and Stockholm are the main research participants. After reviewing the relevant literature and collecting empirical data via interviews, we categorized the findings into different themes. And analyzed the empirical findings by using the dynamic capability framework. Findings: The findings from the study reveal that retailers encountered challenges associated with managing channel integration, lack of availability of resources, and skills necessary for transforming into omnichannel retailing, which aligns with findings from the literature. In addition to that, the study found obstacles that small retailers have abundant responsibilities within their small organization. They perceive low returns on technology investments and have complications associated with it. Furthermore, small retailers have limited knowledge of the use of advanced technologies.

The purpose of this research is to investigate the effect of DevOps adoption on organizational agility. The first chapter establishes through literature review and a pilot study, a theoretical definition of DevOps and identifies through survey data, the key DevOps adoption capabilities. The definition and key capabilities identified during the pilot study establishes the foundation through which a subsequent study is performed. The second chapter details an examination of the effects of DevOps adoption capability on organizational agility. Through capability theory, we propose that DevOps adoption capability positively affects organizational agility. We also propose that the capabilities of collaboration/communication, continuous monitoring, measurement and automation positively affect DevOps adoption capability and likewise; the capabilities of responsiveness, competency, flexibility, and quickness affect organizational agility capability. We test our model with survey data collected from 333 respondents and find that our hypotheses are supported and that DevOps adoption capability has a positive effect on organizational agility capability. / Business Administration/Management Information Systems

Yes / The art of unwinding voluminous data expects the expertise in analyzing meaningful decisions out of the acquired information. To encounter new age challenges, practitioners are trying hard to shatter the constraints and work edge-to-edge to achieve higher performance (Market, Financial and Operational performance). It is evident that organizations desire to exploit maximum of their injected resources, but often fail to reap their actual potential. Developing resource-based capabilities stands out to be the most concerned aspect for the firms in recent times, and the same is studied by the previous scholars. In the dearth of literature, it is challenging to find out evidence which marks up the effect of strategic resources in the development of dynamic organizational capability. This study is a two-fold attempt to examine the relationship between organizational capabilities, i.e. big data predictive analytics while achieving superior organizational performance; also, examining the effect of control variables on superior organizational of performance. We tested our research hypotheses using cross-sectional data of 209 responses collected using pre-tested single-informant questionnaire. The results underpin criticality human factor while developing analytical capabilities dynamic in nature in the process of achieving superior performance.

Yes / Purpose: The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This motivates us to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era. Design: Following an exploratory case-based design, we examine the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens. Findings: First, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis. Originality: This study provides a novel and unique perspective on the role of SCA in crisis—in this case, the pandemic. We synthesise the empirical stories of the agile responses in the FSC and elaborate on the DC framework, to identify theoretical and practical implications. We establish the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era. Practical contribution: This study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting the crisis. / Project 777742: EC H2020-MSCA-RISE-2017

Yes / There are various kinds of applications of BDA in the firms. Not many studies are there which deal with the impact of BDA towards issues like forecasting, decision-making, as well as performance of the firms simultaneously. So, there exists a gap in the research. In such a background, this study aims at examining the impacts of BDA on the process of decision-making, forecasting, as well as firm performance. Using resource-based view (RBV) as well as dynamic capability view (DCV) and related research studies, a research model was proposed conceptually. This conceptual model was validated taking help of PLS-SEM approach considering 366 respondents from Indian firms. This study has highlighted that smart decision making and accurate forecasting process can be achieved by using BDA. This research has demonstrated that there is a considerable influence of adoption of BDA on decision making process, forecasting process, as well as overall firm performance. However, the present study suffers from the fact that the study results depend on the cross-sectional data which could invite defects of causality and endogeneity bias. The present research work also found that there is no impact of different control variables on the firm's performance.

Background – Inertia describes a state whereby companies develop slower relative the pace of change experienced by their environment, something most organizations experience at least once in their lifetime. Being in the state of inertia and consequently failing to adapt to change cause new businesses to replace old ones. Therefore, it is important for firms to be dynamic, which enables them to quickly recognize opportunities and threats. A way for companies to answer to these changes is to possess dynamic capabilities, which is found to be a solution for inertia. Digital innovation has played a key role in the evolution of dynamic environments. In order for companies to adapt to changing environments, the need for digital adaptation is becoming increasingly crucial. As a result, digital and social platforms have rapidly emerged throughout society, forcing companies to act to avoid stagnating in their development.   Purpose - This thesis aims to analyze how the utilization of Facebook as a dynamic capability can prevent inertia through the microscope of the Dynamic Capability Framework.   Method - Empirical data was collected through an interview study with employees at strategy and digital media consultancy firms. The participants possess extensive knowledge in the field of strategic implementation of social media. Primary data was gathered through semi-structured interviews and was analyzed in relation to the reviewed theory within inertia, dynamic capabilities, and digital innovation, by a thematic analysis. Findings - The findings of this thesis indicate that by dynamically utilizing Facebook, companies can extensively explore markets. This allows companies to continuously align existing resources by adapting and acting on identified trends within markets. Since these are actions within the Dynamic Capability Framework, a conclusion can be drawn that the usage of Facebook can be a dynamic capability. The usage of Facebook can therefore prevent organizations from entering the state of inertia. The findings further show that in order for the utilization of Facebook to be a dynamic capability, companies must possess extensive user skills and competencies. This research adds to the existing theory of digital media and business development by examining the usage of the social media platform, Facebook, through the lens of the Dynamic Capability Framework.

個案公司自1988年創立迄今已超過22年，主要從事證券經紀、自營、承銷三大業務的證券公司。證券經紀業務由於在外部投資商品日漸多元、客戶結構改變、市場進入成熟期手續費競爭激烈，雖然個案公司歷經幾次購併，但是營收成長仍受大環境的影響，無法持續成長。此時主管機關開放證券公司從事財富管理業務，公司開始思考如何進行策略重定位，並透過一連串營運活動的轉變，從過去的證券市場切入到財富管理市場，公司主要以台股為主的營運策略，期望藉由法規的開放，轉型成為多元化的商品，除了服務客戶台股之外，也可以開始進行全方位的商品服務，從台股跨向國際市場。個案公司過去藉由購併將公司規模擴大，希望可以透過新法規的開放，開始重新調整公司整體的策略定位，並根據策略重定位調整原本以台股商品為中心的運作，以利策略的執行。總結上述一連串的轉變，背後支持個案公司得以成功轉型的關鍵在於公司動態回應市場變化的能力，進而形成維持持續成長的動態能力。準此，本研究主要目的即在探討個案公司如何有效運用環境、策略與結構這三層構面彼此的最適互動，來協助其達到成長的目的。 / The corporation in this individual case has been built for 22 years since 1988. It is a securities that provides brokerage, proprietary trading and underwriting. Nowadays the securities business is challenged by product diversification, client structural change, and competitive service charge in mature market. Although the firm has gone through several merge and acquisition, the gross rate of sale is still limited and impacted by the influence of big environment. Meanwhile, the competent authority permits wealth management services in securities industry. The firm starts to reconsider the strategic position which focuses from securities to wealth management market via a series of operating activates, from Taiwan stock to diverse products via law permission, and from domestic to internal market via full-functioning financial service. In summary of above of all transitions, the key success factor of transformation for this company is the dynamic adaptive capability, and the long term growth path also depends on it. Consequently, the topic of this paper discusses the fit among environment, strategy and structure, which enables the company to remain continued competitive advantage.

科技的發展日新月異，產業變動也愈來愈激烈，而新舊技術的交替更是頻繁，企業如何創造並維持其競爭優勢，一直是各方關注的議題。 現今的企業面對產業環境與消費者喜好的高度不確定性，企業如何面對、認知，以及正確回應環境的變動，適時更新企業的競爭優勢，才能在隨時變動遊戲規格的快速競爭環境中生存。企業在過往所建構的競爭障礙，諸如稀少、無法模仿、無法替代的資源，一旦面臨大環境的變化，如果企業的組織流程、資源配置，以及發展途徑未能與時俱進，企業將在短時間內被迫退出市場。 本研究所探討的個案公司由光儲存晶片市場崛起，並以破壞式創新的商業模式快速進入手機晶片市場，一舉成為中國手機晶片市場的霸主。但是近年來智慧型手機的快速興起，動搖了個案公司原本的市場地位，導致營收與獲利績效均不若以往。 本研究以動態能力的觀點，分析個案公司在發展歷程中各個階段的資源分佈與能耐結構，同時配合產業與市場環境的變遷，描繪出個案公司的動態能力演進過程。之後亦針對個案公司近來面臨的困境，藉由動態能力的觀點，分析其原因以作為其他企業發展借鏡。

在歷經開發報禁、有線電視市場興起和網路時代來臨這種種的內外環境的衝擊與變革之後，在21世紀迎接台灣報業的，是看來一場比一場嚴苛的考驗，對外，要不斷提升自身的市場價值，對內，則必須持續的降低成本，更重要的，當經營者意識到市場的基盤有了結構性的變革時，以報業本身的核心資源來發展新營收模式也就成了中外報業經營者共同的重要策略方向。 創辦超過半世紀，佈局全球的聯合報系自2000年前後開始進入另一段全新的戰鬥時期，除了報業的原有競爭對手，更有電波媒體前力分食讀者與廣告各項資源，於是「定位」、「開源」、「節流」就成了這個全球最大民營報業集團的三大轉型手段。 在「定位」工作上，聯合報系開始把競爭對手的範疇擴大到報業之外，甚至把有線電視媒體都設定成競爭對手，同時利用內外整合的方式，把自己從原先的「報業」定位上移到到「知識加值服務業」。 在「開源」工作上，聯合報系加強早年已經開始著手的積極爭取業外營收，進一步的爭取各共重大公共活動的標案與主辦，同時更利用既有的種種核心資源，鼓勵員工多想點子以帶進更多營收。 在「節流」的工作上，除了持續檢討人力，更引進e化工程提高各單位的工作效率。 回顧這幾年聯合報系的發展過程中，許多運作其實都印證了策略管理理論中關於「核心資源」與「動態能耐」的討論內涵，其中又以「2004年台灣花卉博覽會」為最具代表性的創新行動。 本研究發現，聯合報系在花博會中的創新行動中歷經了「事業機會發現」、「資源開採」、「打破組織常規」、「資源整合創新」等策略議題內容，可視為台灣報業為尋求新發展方向一次代表性的創新嚐試，其中的機會與挑戰將不會是單一且暫時性的，本研究的相關結論，或可期為未來台灣媒體產業思考未來發展的參考。 / After pass through the big wave of the “Deregulation of newspaper” 、”Cable TV shocking” and “Internet booming” which all make the newspaper industry dramatically transformation, for newspaper company in Taiwan ,the road ahead is the uncountable tough challenge. So no matter what local and worldwide, all the newspaper company make the effort for both side work so call “cost down” and “value up”, most strategy are focus on the two way necessary , root on the core competence and expands business scope, for this, the company needs to make inner innovative activity , both to relocate resource and structuralize new ability , just like to provide the news service on the web , or the database searching even to start up some new business。 The UDNgroup is the largest private news group in the Chinese world , from about ten years ago in Tawian (UDNgroup headquarter) the company has doing many changing in business operation which is all lock in “ repositioning” 、”expand income resource” 、”cost cut” these three dimension. Especially , in the 2004, UDNgroup as a main business partner of the government of Chiang Hwa county(彰化縣政府) to initial the「2004TFE(Taiwan Flower Expo)」，in this cooperation , UDNgroup has showing many capability of strategy management to decompose the some inner resource and then reassemble some new resource and capability for the TFE. This research is the case study between strategy management of UDNgroup and TFE, to find and understand how can UDNgroup to make a good job in the TFE? And the focus is to know about the factor of “Dynamic Capability” .

動態能力（Dynamic Capability）在探討企業面對動態的環境時該如何去適應、調整，以持續維持競爭力。自從被David J. Teece（1997）提出就一直是學者們非常關注的議題。 本研究探討動態能力、供應鏈能力以及客戶滿意度三者之間的關係，其中我們將動態能力再細分為適應能力（Adaptive capability）和協調能力（Coordinate Capability）。根據過去動態能力的研究，我們知道動態能力屬於企業的一種高階能力，它能夠透過影響不同的二階執行面能力（Operational capability）來間接影響企業的表現。過去有學者討論行銷、製造、科技等不同執行面能力，卻很少有學者將動態能力和供應鏈管理兩者做連結，因此本研究欲彌補這中間的空缺。本研究樣本來自第四輪高績效工廠計畫（High Performance manufacturing，HPM），共71筆台灣區工廠的資料，並採用SmartPLS3.0統計軟體分析。研究結果發現動態能力中的適應和協調能力皆對供應鏈能力有正向的影響，且再次驗證供應鏈能力能顯著提升客戶滿意度。此外，本研究還發現越依賴資訊科技的企業，其適應能力對供應鏈能力的影響越劇烈。愈拉近動態能力和供應鏈領域之間的連結。 / Dynamic capability is about how firm should adapt and adjust to retain their competitiveness in this constant changing dynamic environment. David J. Teece brought up the concept, and since then, has been the center of attention for scholars all over the world. In this research, we talk about the relationships between dynamic capacities, supply chain capabilities, and customer satisfaction, dynamic capability is further dissected into adaptive capability and coordinate capability. According to past research, dynamic capabilities are characterized as higher-order competencies, and it can impact firm’s performance through enhancing its operational capabilities, or the second-order competencies of the firm. In the past, many discussions were conducted with marketing capability, manufacturing capability, technology capability, etc., as the operational capability, while few link the concept of dynamic capability with supply chain management, we wish to shorten the gap between the two. Our data came from the fourth round of HPM (High Performance Manufacturing) project, with a total of 71 Taiwanese manufacturing companies. We use SmartPLS 3.0 software to run our analysis. Our findings suggest a positive relationship between dynamic capabilities and supply chain capabilities, an increase in either adaptive or coordinate capability will result in enhancing supply chain capability, while an increase in supply chain capability will results higher customer satisfaction. We further discovered that companies with higher dependency on information technology will have a stronger relationship between adaptive capability and supply chain capability.