Distinct but Complementary: Dynamic and Improvisational Capabilities

There has been very little theoretical or empirical research examining how dynamic and improvisational capabilities work together to achieve organizational outcomes such as resiliency. To date, empirical and conceptual discriminant validity between dynamic and improvisational capabilities has remained unsupported because there is a dearth of research examining these concepts in the same empirical study, leaving uncertainty for managers and scholars. This study empirically examined the discriminant difference between dynamic and improvisational capabilities with an initial pilot study (Sample 1: N = 75) using the HTMT ratio as the primary criterion and HTMT confidence intervals as the secondary criterion. Overall, this research demonstrated that dynamic and improvisational capabilities are distinct concepts. Several limitations are discussed, as well as theoretical and practitioner implications and future research opportunities.