Role of dynamic capabilities in driving competitiveness of higher educational institutions

Purpose Higher educational institutions (HEIs) have become dynamic marketing labs to gain international prominence. Built on the dynamic capability theory and the resource-based view, this study aims to explore the application of dynamic capability in the HEIs of the United Arab Emirates. Specifically, this study analyzes relationships between dynamic capabilities, internal marketing orientation (IMO) and educational competitiveness. Design/methodology/approach Data were collected through an online survey from 349 faculty members across 35 universities, including eight public and 27 private institutions. The model was tested using structural equation modeling in AMOS 24.0. Findings Empirical findings reveal that the direct influence of dynamic capabilities on competitiveness was insignificant. However, results reveal a positive relationship between dynamic capabilities and IMO. IMO positively impacts educational competitiveness and mediates the relationship between dynamic capabilities and educational competitiveness, emphasizing the role of internal organizational structures. Practical implications The findings suggest that fostering dynamic capabilities and cultivating an IMO can enhance the competitiveness of HEIs. This implies the need for HEIs to focus on internal organizational processes and strategies to maintain competitiveness in the rapidly evolving higher educational landscape. Originality/value This study contributes to the literature by exploring the dynamics between dynamic capabilities, IMO and educational competitiveness in the context of HEIs in the UAE. By extending the literature boundaries, it extends the literature boundaries and offers a strategic roadmap for such institutions.