In today’s rapidly changing business environment, franchisees’ market responsiveness is a way to create a sustainable competitive advantage. Drawing on the resource-based view, dynamic capability perspective and relational view, this study examines the relationships between franchisor resources, relational capital, market responsiveness, and franchisee performance. Based on data collected from 152 franchisees in a convenience store chain in Taiwan, the analysis revealed that market responsiveness, franchisor resources and relational capital are all positively related to franchisee performance. Franchisor resources and relational capital positively affect franchisee performance both directly and indirectly through market responsiveness. Furthermore, relational capital has the strongest effect on franchisee performance.

This study seeks to explore how dynamic capabilities and innovation impact competitiveness within the Indonesian manufacturing sector. It specifically investigates how Domestic Component Level (DCL) certification, influenced by government involvement, mediates this relationship. The focus is on how government support shapes the certification process, ultimately affecting competitiveness. Through quantitative methods and surveys conducted among 344 manufacturing firms holding DCL certification in Indonesia, the research finds that while enhanced dynamic capabilities may not directly correlate with increased competitiveness, they play a crucial role in a company's journey toward competitiveness, requiring a gradual process. Additionally, companies with higher DCL values are better positioned to compete for government contracts and services.

Research in the field of marketing management with RBV Theory in improving business performance at river tourism objects. Entrepreneurial orientation and dynamic capability become independent variables with customer relationship management as mediation in improving business performance. Research analysis with SEM-PLS on 350 river customers in Kereng Bangkirai, Central Kalimantan, Indonesia. The research results show that entrepreneurial orientation is not directly significant to business performance, while customer relationship management is significant. Dynamic result ability is not significant to business performance and significant to customer relationship management. These results can be an introduction that business performance is very important with the role of entrepreneurial orientation and dynamic capabilities with customer relationship management mediation. Result implications can increase business capabilities with entrepreneurial oriented business strategies, dynamic capabilities and customer relationship management in improving business performance. In further research can consider market sensing capability as mediation.

The aim of this study was to examine the role of entrepreneurial marketing as a mediating variable in the relationship between environmental turbulence and dynamic capability with sustainable competitive advantage. This study involved 130 craft industries in Malang Regency, Malang City, and Batu City, East Java, Indonesia. Application of loading factor followed by SEM-PLS developed a model showing how environmental turbulence and dynamic capability influence on entrepreneurial marketing which consequently leads to differentiation and performance improvement which are the established indicators of sustainable competitive advantage for the firms. The model was empirically validated using model fit indices and was found satisfacto-ry. The findings show that environmental turbulence did not have any significant relationship with a sustaina-ble competitive advantage. Dynamic capability had a significant relationship with a sustainable competitive advantage. Entrepreneurial Marketing mediates the relationship between environmental dynamic capabilities with sustainable competitive advantage. The analysis shows that highly dynamic capability and entrepreneurial marketing tends to highly sustainable competitive advantage. It indicated that dynamic capability and entrepreneurial marketing offer systematic model for supporting Micro, Small, and Medium Enterprises (MSMEs) to build a well-maintained environment and sustainable competitive advantage.

Due to market changes in the digital era, we argue that innovation based on dynamic capability is accelerated when aligned with market orientation. Digital leadership will significantly enable sensing market changes, seizing opportunities, and reconfiguring organizations. Previous studies on digital leadership, dynamic capability, and innovation management focus mainly on constructs, benefits, and implications. However, a study on the role of digital leadership based on dynamic capability in fostering innovation and the impact of market orientation have not been thoroughly explored, which is the aim of this study, taking market orientation as a moderating variable. Employing a quantitative methodology, data were collected through online questionnaires, distributed through email and messaging applications to a purposive sample of 88 senior managers of Indonesian telecommunication firms. The results reveal that digital leadership based on dynamic capability impacts directly and indirectly on developing innovation. Market orientation also plays an important role in accelerating innovation. Due to limitations in terms of research model, sample size, and time, further research using larger samples in other industries and countries should be undertaken.

This article examines the nexus between Big data governance, dynamic capability and decision-making. Survey data was garnered from firms in Jordan and fuzzy sets (fsQCA) approach was applied. Fuzzy set configural modeling revealed two causal models for high decision-making effectiveness conditions. First, Big data governance, number of employees and firm age are necessary for higher levels of effective decision-making. Second, dynamic capability, number of employees and firm age are necessary for higher levels of effective decision-making. Insights for practitioners in an emerging economy and possible areas of future research are highlighted.

During the past few years, dynamic capability (DC) has been considered as an important issue in banking industry. This paper presents a survey on dynamic capability and its role on reaching sustainable competitive advantage (SCA) within Mellat bank of Iran (MBI). A valid research instrument is utilized to conduct a survey among 150 managers from MBI. The study utilizes structural equation modelling to examine different hypotheses based on an integrated model of DC and SCA. According to literature studies, expert opinions and exploratory factor analysis, DC is classified into sensing, learning, reconfiguration, and coordination. Furthermore, SCA of the banking industry is classified into three dimensions: market, customer, and financial performance. The results indicate that DC had the greatest effect on the market centered, while it had the least influence on the customer centered.