Insights from research on dynamic capabilities in polish enterprises

Purpose:The primary aim of this paper is to analyze the differences in dynamic capabilities across high-growth enterprises (HGE) and those from IT sector.The conducted research will provide insights into how these enterprises integrate, transform, and manage their resources to foster growth and achieve market success.Design/methodology/approach: The theoretical considerations in this study focus on the microfoundations of dynamic capabilities, specifically sensing, seizing, and reconfiguring.The theoretical assumptions were verified using quantitative methods.Empirical research was conducted on a sample of 502 enterprises from the HGE and IT sectors.To analyze differences between variables across enterprises, linear modeling (ANOVA) and Tukey's post hoc test were applied.Findings: The empirical findings expand existing knowledge and highlight differences in the exploration of dynamic capabilities between HGE and IT enterprises.Notably, in each of the examined constructs (SEN, SEI, REF), enterprises in the HGE group consistently achieved higher average scores.However, despite these observed differences favoring HGE, the results are not sufficiently heterogeneous to suggest significant disparities in how HGE and IT enterprises respond to dynamic market challenges. Research limitations/implications:The quantitative study focused on enterprises that operate in dynamic environments and are characterized by high innovation, flexibility, and agility.Future research should consider low-growth enterprises or SMEs to gain insights into their approach to dynamic capabilities.Practical implications: The findings provide practical implications and recommendations for business leaders.For HGE and IT enterprises, these recommendations address identified gaps and shortcomings, while for other businesses, they offer valuable guidance for adapting to dynamic environments.Originality/value: A key novelty of this study is its focus on dynamic capabilities at the microfoundational level.The results enhance our understanding of how enterprises act and react to maintain a competitive advantage in rapidly changing markets.They highlight both similarities and, more importantly, differences in how enterprises approach sensing, seizing, and reconfiguring their dynamic capabilities.