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Building dynamic capabilities for high margin product development: a corporate control style perspective

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This paper contributes to the dynamic capabilities (DCs) literature by delving into the relationship between DCs, corporate control style (CCS), and high margin product development (HMPD)-company performance. Our qualitative results are based on semi-structured interviews conducted within a multinational telecommunication corporation. The narratives indicate that DCs positively influence HMPD/company performance. The level of positive influence of DCs on performance will depend on the CCS of the organization, since CCS directly affects the seizing and transforming activities of DCs. CCS also regulates the link between sensing and shaping DCs activities and HMPD/performance. We find evidence that there is no specific order in which the sensing, seizing, and transforming activities occur. We suggest that the identification of “Surge” and “Lurch” events is a key channel for managers to enhance DCs management in their organisation. Our findings are compared to relevant studies on EMNEs.
Original languageEnglish
Pages (from-to)91-106
Number of pages16
JournalInternational Studies of Management & Organization
Issue number1
Early online date26 Dec 2019
Publication statusPublished - 1 Feb 2020


  • GARRI_2017_cright_ISMO_Building Dynamic Capabilities for High Margin Product Development

    Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in International Studies of Management and Organization on 26/12/2019, available online:

    Accepted author manuscript (Post-print), 906 KB, PDF document

    Due to publisher’s copyright restrictions, this document is not freely available to download from this website until: 26/06/21

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