Application of theoretical perspective on organizational transformation, change, and development: dynamic capability theory in a Saudi Arabian context

Saudi Arabia is experiencing a number of pressures for change, socially, economically and politically. In response to many of these pressures, the Saudi government published its Saudi Vision 2030, to challenge Saudi organizations to transform, diversify, and grow the economy. However, managing change and transformation in Saudi Arabia has not always resulted in the expected outcomes. In this paper, we lay the foundations for an exploratory research project that will examine how Saudi organizations go about identifying and selecting the capabilities that will most influence their sustained growth during periods while significant change is occurring in their business environment. Examine the relationships between organizational culture, organizational learning, and leadership capabilities with building dynamic capabilities (sensing, seizing and reconfiguration), and develop and test a conceptual framework adapted from established theory of dynamic capabilities. Analyse the relationship between long-term survivability and dynamic capabilities of Saudi Arabian companies.