dynamic capability

The present study examines the effect of strategic leadership and knowledge management on performance accountability, considering the mediating role of dynamic capability. According to the result of the research, this research is of the applied type and in terms of the strategy used, it is a survey. The statistical population of this research included all accountants and relevant assistants in the national executive bodies in the number of 190 people. 124 people have been obtained from this sample population through Cochran's formula. The data collection tool in this research was a questionnaire. In this research, the standard questionnaire of Jasmedin and Naqshbandi (2017), Nijkamp (2016), Arhman and Zafar (2015) and Hall (2005) was used. CVR index was used to determine the validity of the questionnaire and Cronbach's alpha method was used to determine the reliability of the questionnaire. Analysis of research data has been done through path analysis and structural modeling using laser software. Haki's research shows that strategic leadership and knowledge management alone do not affect performance accountability. But dynamic, as a mediating power between strategic leadership and knowledge management, has a positive effect on the responsiveness of organizational performance.

The purpose of this research is to qualitative content analysis of the underlying approaches and theories of dynamic marketing capabilities and provide a comprehensive typology of them. Therefore, by reviewing the articles from foreign databases, including Scopus, Web of Science, and Google Scholar, as well as domestic databases of the country, using the qualitative content analysis and based on the theoretical sampling method, finally, 61 articles were selected and reviewed in the period from 2000 to 2023. The findings of the present research, while identifying various theoretical approaches and underlying theories related to them, have classified eight identified approaches into three general categories in the following order: the first category (primary approaches), including resource-based and knowledge-based approaches; the second category (intermediate approaches), including micro-foundations, multi-level (hierarchical), and process approaches; and the third category (new approaches), including system approaches, configuration, and capability architecture. The results also showed that by using more integrated approaches such as the systemic approach, hierarchical approach, and capability architecture by future researchers, it is possible to develop more executable frameworks and models in the field of marketing dynamic capabilities by examining the interaction and interweaving of various capabilities at different levels. The results also show that considering the necessity of self-sufficiency in the production of domestic goods and the importance of exporting non-oil products in the country, the approach of dynamic marketing capability provides the possibility for company managers to discover the obvious and hidden needs of customers by absorbing knowledge related to the market and accurate monitoring of environmental opportunities to offer new products and services according to the needs and demands of customers.

Internationalization of small and medium businesses, as one of the main goals of businesses, considered the success factor of entrepreneurs. This research done with the aim of identifying the dimensions of internationalization of small and medium businesses in emerging markets. The current research, under the interpretive paradigm, with a qualitative approach and a multiple case study strategy, tried to understand and find out how to internationalize small and medium businesses in emerging markets. Data collected through semi-structured interviews from four successful international entrepreneurs in emerging markets due to their background in startup different businesses in the food industry, academic literacy, and their mastery and knowledge of emerging markets. By analyzing the content of interviews and extracting codes, the dimensions and components of internationalization of small and medium businesses in emerging markets identified and extracted.Data coding process done through Max QD software version 2020. Based on the results of data analysis, the fourteen main dimensions of the internationalization of small and medium businesses in emerging markets include entrepreneurial awareness, entrepreneur's lived experiences, international entrepreneur's personality traits, entrepreneurial orientation, vision, dynamic capabilities, innovation in business model components and business strategies, branding, competitive advantage, marketing, values governing the target market, institutional environment and business environment dynamics.

 In today’s high-velocity dynamic environment, product innovation has turned to be a critical element contributing to increased performance and sustained competitive advantage. Despite the vital importance of this issue, empirical studies on product innovation, particularly dynamic capabilities impacting innovation outcomes, are limited. Besides, there are several studies in the extant literature that call for quantitative or qualitative research investigating specific dynamic capabilities that increase innovation performance outcomes. Thus, grounded on dynamic capabilities theory, the present research is aimed at investigating organizational dynamic capabilities that enhance product innovation performance, providing empirical evidence for critical roles of dynamic capabilities in improving product innovation performance outcomes.  

The current study has adopted a qualitative approach to achieve the research objectives while the literature on dynamic capabilities is obsessed with quantitative studies. Specifically, this study has employed semi-structured interviews with 36 managers of Iranian medical equipment manufacturers in order to gather primary data. Also, this research has utilized applied thematic analysis in order to analyse the data. Specifically, the interviews with managers were transcribed and MAXQDA 18.0 was employed to perform thematic coding in three levels, resulting in 600 coded segments.    

  The results show that dynamic capabilities play essential roles in improving medical equipment companies’ innovation performance. Specifically, this study reveals that there are 18 sensing, seizing, and reconfiguration capabilities that bring about enhanced product innovation performance, thus empowering the companies to respond to innovation opportunities effectively. Concerning the sensing capabilities, the results indicate that medical equipment companies should constantly gather customers and other key decision-makers’ information and conduct various market researches to be aware of market changes. Besides, they should be proactive regarding their intelligence generation practices and adopt an open mind-set to identify opportunities. In respect of seizing capabilities, results indicates that marketing, quality management and branding capabilities are essential to respond to innovation opportunities and the companies should also have high levels of managerial and research and development capabilities. Regardingreconfiguration capabilities, it reveals that the companies should employ their research and development capabilities to upgrade and integrate their resources and routines. Additionally, they should utilize their digital technologies to continuously reconfigure their resources and increase their flexibility seeing that firms with higher levels of agile reconfiguration capabilities benefit from enhanced innovation performance outcomes.  

From a theoretical point of veiw, this study notably contributes to the dynamic capabilities theory seeing as it identifies specific dynamic capabilities that augment innovation performance. Arguably, the research on dynamic capabilities is in early stages and prior studies in the literature have consistently called for empirical quantitative or qualitative research examining dynamic capabilities that improve firms’ innovation performance. From a managerial perspective, the current study sheds light on a set of dynamic capabilities that brings firms increased innovation outcomes; thus, the resultant findings empower these companies, particularly medical equipment manufacturers, to effectively develop organizational sensing, seizing, and reconfiguration capabilities and, in turn, respond to innovation opportunities successfully.

The design and development of complex aerospace products requires several different partners. Partners need to have different capabilities to work together so that the partnership is not compromised. Therefore, recognizing the dimensions and measuring the ability to design and develop a joint product is a problem for companies and their managers to adopt a suitable strategy for partnership. This study aims to provide a model for measuring the ability to design and develop a new joint product by examining different backgrounds, the dimensions of joint efforts including "resource sharing", "joint planning", "problem solving and joint performance evaluation" and "cultural capability" "Partnership" and product design and development dimensions including "appearance design", "technology design", "quality design", "functional design" and "how to sell and market" in a model and then using equation modeling Structurally approves it and, based on graph theory, proposes a framework for measurement between several partners and examines it in an example in the aerospace industry.

Today, technological developments and business restructuring have highlighted the need for new leadership styles to overcome uncertainties. Therefore, this study seeks to examine the impact of digital leadership on firm performance in dynamic environments by explaining the mediating role of dynamic capabilities, business model innovation, and sustainable competitive advantage.

The current study is an applied descriptive survey. Its statistical population includes a group of managers of knowledge-based companies based in Tehran province. The sample size was calculated by G-Power 3.1 software, which included 244 individuals. The non-probability method was used for sampling and 240 questionnaires were distributed by conducting an online survey. The reliability and validity of the questionnaire were confirmed. Descriptive data were analyzed by SPSS software version 26 and a research model based on structural equation modeling using Smart PLS software version 3.

This study confirmed the direct and indirect effects of digital leadership on firm performance through the dynamic capabilities and business model innovation. It rejected the direct effect of digital leadership on sustainable competitive advantage, however, its indirect effect was confirmed. In addition, the perceived environmental dynamics only moderated the relationship between dynamic capabilities and business model innovation, sustainable competitive advantage, and firm performance.

Digital transformation of companies can be a challenging task in leadership and a high interconnectedness of virtual teams via technology could cause an identity crisis for leaders. Therefore, leaders’ role is changing and the new trends in the business environment require a new paradigm for future leadership. In sum, the findings of this study can provide an important combination of managerial and theoretical perspectives. The results underline the valuable information for addressing emerging challenges and opportunities in the digital age as well as the transformations to guide, support, and manage personnel, especially under the COVID-19 Pandemic, when digital leadership plays an important role in transformation in order to guide, support and manage personnel in the digital era and it provides key insights for leaders to enhance their digital leadership skills by abandoning traditional leadership styles. Navigating a dynamic environment in the digital era requires digital leadership that combines leadership capabilities with optimizing digital opportunities and threats to ensure a sustainable and profitable organization. Leaders of knowledge-based companies must develop their individual capacity and competence to manage uncertainty and create organizations with strong dynamic capabilities. Dynamic capabilities are important to create numerous business model innovations, especially in the digital era.

Today, organizations need to enhance their capacities to manage the tensions between exploration and exploitation. The purpose of this research is to study the cognitive microfoundations and supportive dynamic capabilities of innovation ambidexterity. To conduct research, multiple-case study and classic grounded theory methods are used. Five IT companies in Iran are selected as cases in point. Interviews with top executives are conducted and several organizational documents are analyzed. The findings show that successful IT companies, nurture special capabilities within themselves to manage the ambidexterity tensions. These capabilities include the asymmetric balancing of the corporate portfolio, cuddling and admonition of human resources, flexibility of structure, adaptation of performance appraisal, managerial stabilization, physical and professional liveliness, and innovation acceleration. Moreover, the CEOs of successful companies were equipped with the cognitive frames of spectral forecasting, accelerated analytical orientation, Progressive time orientation, and Emotional ambivalence orientation, while using the cognitive mechanisms of preference, sequence, and verification. Therefore, the recruiting and training of cognitively capable CEOs, and developing and reinforcing the organizational capabilities which are supportive of ambidexterity, can facilitate the emergence and continuance of explorative and exploitative innovations in IT companies.

In the last two decades, exporting as a vital business activity in the national economy has grown rapidly and the trend of globalization of markets has increased the fundamental importance of understanding the behavior and performance of companies in export markets. The purpose of this research is to investigate the effect of external social capital on export performance considering the mediating effect of dynamic capabilities. This applied research has been done by survey method. Research population included top and export managers of export companies of Isfahan province which were selected as top export companies in 2016 and 2017. The statistical population was limited, so all of the population members were studied. Data have been collected via a questionnaire and analyzed through structural equation modeling conducted by Smart PLS3. Results indicate external social capital positively influences export performance and dynamic capabilities including export market exploration and exploitation, research and development, export entrepreneurial orientation and manufacturing flexibility. Moreover, export market exploration and export entrepreneurial orientation positively influence export performance. Unexpectedly, export market exploitation negatively affects export performance. The effects of research and development and manufacturing flexibility capabilities on export performance are not supported.

The purpose of this study is to develop a model of dynamic marketing capabilities. We used grounded theory approach to conduct this qualitative research. A semi-structured interview with eight experts was performed to collect data. Data analysis was carried out in three stages of open, axial and selective coding in order to develop the research model. Based on the research findings, the axial category is marketing dynamic capability. Causal conditions include characteristics of industry competitive, individual and human, managerial and organizational and environmental monitoring systems. Contextual conditions include collective culture based on discourse and knowledge, customer relationship management, information technology platforms, and efficient manpower. confounding conditions include the government's macro policy, domestic economic factors, productive factors, developments in international communities, and social and cultural factors. Strategies include forming environmental monitoring teams, idea generation, holding discourse-based meetings, updating monitoring and environmental information systems, market orientation, facilitating knowledge sharing, and strengthening organizational learning processes; Finally, the consequences include sustainability of the business, better identification and understanding of customer needs, rapid reaction to environmental changes, new product development, increasing the quality of products, better adaptation to market conditions and strengthening the export vision.

The rapid development and extension of science and technology, has inforced the companies to increase their competitive advantage and moving towards new technologies.Organizations should analyze all aspects of technology entry before transferring the technology, which can be done by using a technology assessment model.Combining dynamic capabilities with technology assessment can improve the results of the assessed technology at the corporation level. The purpose of this research is to investigate the effect of dynamic capabilities dimensions on technology assessment in SME companies in Iranian automotive supply chain. The statistical population of this research is composed of experts and working managers in 450 vehicle part manufacturer in automotive supply chain. Finally, 200 questionnaires were collected regarding the prioritization of the important factors of dynamic capabilities in the automotive supply chain. Researching Model was examined by using LISREL software, the results of the study showed that the ability to rearrange and acquisitions and learning, had the highest impact with the first rank.

Innovation is one of the main success factors of knowledge-based firms in today’s economy. Management Consultancies, to be successful in the competitive environment, need to develop capabilities and adopt strategies to strengthen organizational innovation. Strategic entrepreneurship and dynamic capabilities theories are among the perspectives that can explain the sources of innovative value creation. In the present research, adopting these theories, it was attempted to explain the capabilities and strategies that facilitate innovation in Management Consultancies. The research was qualitative in essence and was conducted using a multiple case study approach. Theoretical thematic analysis was used to analyze data. The sample consisted of five innovative Management Consultancy firms in Iran. The results showed that consultancy firms developed and strengthened six opportunity-seeking behaviors include collaboration and network-building, recruitment of knowledge workers, training programs, using new techniques, entering emerging industries, and learning from projects. They also shaped six advantage-seeking capabilities include dynamic formulation and implementation of strategies, following up of strategic objectives, managing business scope, project management, cost management, and managing part-time personnel. Client orientation and professionalism were the strategies that balanced out opportunity-seeking and advantage-seeking capabilities.

Achieving success by an organization and creating value for a long time depends on having an efficient business model in different periods of business cycles. This adaptation to the business model requires the capabilities that need to be created in the organization. The development of these capabilities helps organizations to overcome the inflexibility of their active business model and implement the change process in a systematic and structured way. For this purpose, Businesses must constantly monitor their environmental forces and adapt themselves to these changes to stay competitive. The purpose of this study identifies the dynamic capabilities to adapt and change the organization's business model. For this purpose, the ICT industry has been studied and using Multi grounded theory, data analyzed from systematic literature review over the past 15 years, and interviews with 18 industry experts, which are improbably and purposefully selected using the snowball method. Finally, a model was developed in which the dynamic capabilities needed to adapt the business model of the ICT industry into the four groups of "External observation and evaluation", "Internal resource renewal", "External resource acquisition" and "Internal resource reconfiguration" have been conceptualized. Also, business model adaptation has been conceptualized into three groups: "value proposition adaptation", "value creation adaptation" and "value capture adaptation"

Organizations do not operate in a vacuum but are part of a large ecosystem that is affected and impacted. Changes in the business environment such as changes in rules, competition, new technologies require that the business model of the organization be adapted to these conditions. Therefore, to remain competitive in today's competitive market, organizations need to identify the environmental drivers that affect the business model, and on the other hand, create the dynamic capabilities needed for business model adaptation. The purpose of this study is to identify and explain the business model adaptation and identify the influential environmental drivers and dynamic capabilities needed for business model adaptation. For this purpose, the ICT industry has been studied and using Multi grounded theory, data analyzed from systematic literature review over the past 15 years, and interviews with 18 industry experts, which are improbably and purposefully selected using the snowball method. Finally, a model was developed in which environmental drivers affecting business model adaptation into six groups of "political", "legal", "economic", "market", "technological", "social", and "competitor factors" and the dynamic capabilities needed to adapt the business model of the ICT industry into the four groups of "External observation and evaluation", "Internal resource renewal", "External resource acquisition" and "Internal resource reconfiguration" have been conceptualized. Also, business model adaptation has been conceptualized into three groups: "value proposition adaptation", "value creation adaptation" and "value capture adaptation".

Competing in international export markets poses considerable challenges to companies and calls for dynamic capabilities. This study aimed at identifying the dynamic capabilities necessary to be successful in export markets and investigating the effect of external social capital on identified dynamic capabilities considering the mediating role of exchange climate. The study was a mix-method research project, and included qualitative and quantitative phases. Semi-structured interviews and thematic analysis were used to collect and analyze qualitative data. Thematic analysis resulted in the extraction of five sub-themes and two broad themes for dynamic capabilities. The sub-themes of “export market exploitation” and “manufacturing flexibility capabilities” were categorized into the broad theme of “exploitation dynamic capabilities.” In addition, the sub-themes of “export market exploration”, “research and development”, and “export entrepreneurial orientation capabilities” were classified into the broad theme of “exploration dynamic capabilities.” In the quantitative phase, research population included export companies of Isfahan province selected as top export companies in 2016 and 2017. The statistical population was limited, so all of the population members were studied. The data was collected via a questionnaire and analyzed through structural equation modeling conducted by Smart PLS3. The obtained results indicated that external social capital positively influences dynamic capabilities and exchange climate. Moreover, the mediating role of exchange climate in the relationship between external social capital and dynamic capabilities was confirmed.

The present study aims to study the impact of knowledge management on performance of corporations with an emphasis on the role of social capital and dynamic capability. This study is, in terms of the aim, an applied research and in terms of methodology, a descriptive-correlation. The statistical society of this research is knowledge organizations based in the science and technology parks. The tool for collecting data was a standard questionnaire, the content validity of which was confirmed by experts’ comments, and its reliability was confirmed by Cranach’s alpha coefficient(Knowledge management,/081, performance, 0/88, dynamic capability, 0/70, social capital, 0/83 ). The conceptual model and hypotheses of the research are tested by structural equations modeling using smart PLS software. The findings showed that impact of knowledge management on performance is not significant directly and that it is only significant indirectly and through social capital. In addition, knowledge management does not have significant impact on dynamic capabilities. Other findings showed that social capital is effective on performance and dynamic capabilities and dynamic capabilities have significant impact on the performance.

The research investigates the effect of organizational processes and culture of organizational learning on organizational performance with the role of the mediator of the dynamic capacity of EPCO. Research type is descriptive. Research population is all employees of EPCO. Research tool is standard questionnaire of Yu Yuan Hung (2010). The results showed that there is significant relationship between the Organizational dynamic capacity and organizational performance. There's significant and positive relationship between Organizational learning culture and Organizational dynamic capacity and Organizational dynamic capacity has the mediator to the relationship between organizational learning culture and organizational performance. But, the organizational learning culture doesn’t have a significant effect on Organizational dynamic capacity and Organizational performance. Finally, Organizational dynamic capacity doesn’t have the mediator role to the relationship between organizational process alignment and organizational performance. Based on research results and verification of positive influence of organization learning culture on organizational dynamic capacity and positive relationship between dynamic capacity and organizational performance, the people in charge could substantially improve the learning level of the company. This improvement first broaden the ability of competitiveness as well as the creativity and innovation, while at the same time it enhances organizational performance by improving competitiveness ability.

Capabilities are the main factor in the competitiveness of companies in today's business environment. The present study provides a framework for investigating the causal relationships between capabilities (dynamic and operational) and its functional results. The purpose of this study was to investigate the effect of dynamic capabilities on operational capabilities and performance with the role of moderating environmental changes. The research is applied in terms of purpose and descriptive-survey method. The statistical population is the managers and sales staff of dairy companies in Mashhad. samples of 226 people were selected based on Cochran's formula and available sampling method. A questionnaire with 40 questions was used to collect data. The reliability of the questionnaire was confirmed by Cronbach's alpha and composite reliability and its validity was verified with convergent and divergent validity. In order to investigate the research hypotheses, structural equation model and least squares approach were used. The results show that dynamic capabilities (sensing and Reorganization) affect operational capabilities and operational capabilities (marketing and technical) on company performance. The effects of Sensing on re-configuration, marketing capability and technical capability were equal to (0.44), (0.3) and (0.16) respectively, which had the greatest impact on re-configuration. The effect of re-configuration on marketing and operational capabilities was equal to (0.52) and (0.57) respectively.The effect of marketing capability and technical capability on performance was (0.26) and (0.21). It also examines the role of moderating environmental changes (rivals, technicians and markets) in the relationship between variables in the model, which was confirmed in some relationships. At the end, solutions were introduced to improve the performance of these companies. Market turbulant moderated the configuration relationship with operational capabilities (marketing and technical). The technical turbulant moderated the relationship between sensing with configuration and market capability  with technical capability configuration. Competition turbulence moderated the relationship between sensing with marketing capability and  reconfiguration  with technical capability.

Today, the concept of competition among companies operating in the industry is different because of the lack of certainty and stability in the business environment. Based on this paradigm shift, companies need to focus on building their own strengths and competencies in order to remain and market success. In the meantime, the dynamic capability, as a new strategy for sustainable competitive advantage, has been the focus of attention of management thinkers. In this paper, it is attempted to consider the concept of dynamic capability in the form of three dimensions, why, what and how to consider in a retrospective view. For this purpose, by qualitative research method and using systematic review method in the scientific base of Scopus, after screening, 99 articles were selected for extraction of information. In the discussion of why, it was observed that the underlying factors, theoretical assumptions, and the underlying theories created the concept of dynamic capability. Also, in the context of the discussion, different types of features and characteristics of dynamic capability were presented, which was presented in five categories of process, institutionalization, application scope, hierarchy, and analysis unit. Finally, in the discussion of how, in the form of the 3 sections of the foreground, the performance and results, the mechanisms and functions used by the dynamic capability were explained.

As a developing country, Iran has taken non-oil exports into consideration as an important strategy in its economic plans in order to be released from single-product economy and develop non-oil exports. However, in practice, the achievements associated with non-oil exports are mainly related to petroleum commodities and derivatives. Hence, the country needs to strengthen export firms and their international competitive capabilities, in particular, in the fields which have the required potential for international trade and competitions. One of the industries that can be of great value in a situation that the country is seeking non-oil exports is food industry (Kaffash et al. 2012). However, despite high potentials of food industries in Iran, the balance of trade is negative for this area and it should gradually become reasonable and positive (Tehran Chamber of Commerce, Industry and Mines, 2016).Therefore, this study has been focused on the food industry and export power. On the other hand, after examining the literature the gap in international marketing and small and medium enterprises, one can say that the criticism of the views in these areas is that they seek to identify and utilize existing resources and capabilities of the organization, and they have static view (Teece, 2009). Thus, in this study, factors affecting the ability of the firms to export entrepreneurship from a dynamic perspective are examined. As it has been mentioned earlier, in previous studies, the models of entrepreneurial exports presented from static perspectives like resource-based view (Navarro-Garcia et al., 2016, Tayloe, 2013). In addition, it should be noted that in each industry, different types of dynamic capabilities can be identified, which are different. So, it can be said that dynamic capabilities are vaguely identified. Therefore, another research gap is the ambiguity of the concept of dynamic capabilities in the food industry that this study try to identify. On the other hand, one of the concerns of business professionals is the documentation and modeling of the practices of entrepreneurs in various functional areas, including the field of marketing and internationalization. But entrepreneurial exports, which are part of international entrepreneurship, have not been taken into consideration (Hessels & Vanstel, 2011). Indeed, it can be said that there is a research gap in the field of international entrepreneurship (Mainela et al., 2014). Also, the models presented in the international entrepreneurship are about large and global companies. They are less relevant to small and medium enterprises, especially in developing countries (Taylor, 2013). Therefore, in view of the existing gaps in the literature on the issue of non-oil exports in the country, this study tries to identify the factors affecting the development of entrepreneurial exports of Iranian food industry enterprises in terms of dynamic capabilities.

Methods

 In the first stage, a theoretical discussion on the interviews and content analysis and sampling have been provided. In the design phase of the model, in addition to reviewing the literature, interviews with experts in the food industry were considered. These experts in the food industry include people from different levels of the organization in the leading manufacturing and exporting food companies in Iran. Sampling in this research is theoretical in the first stage. In this type of sampling, samples are not necessarily composed of individuals, and the specialized and theoretical literature related to a domain can also be considered as a unit of data and analysis, and the goal is to achieve theoretical saturation (Adolph et al.., 2012). In the first stage, a series of deep interviews was conducted with 20 academic experts and food industry experts to reach the theoretical saturation. Interviews were analyzed with MaxQDA 10 software and a model has been achieved. The statistical population in the second phase of study is small and medium-sized enterprises in the food industry, which these companies operate as exporters in the food industry, with more than three years of export experience. In total, 24 companies participated in the research. Sampling method at this stage is a purposive sampling and the tool used in this stage is a questionnaire. Of the total questionnaires sent for 210 people, 193 questionnaires were answered and analised. For testing the model, this study used a structural equation model and Smart Pls software.   Findings This study seeks to identify the factors affecting entrepreneurial exports using the dynamic capabilities perspective, at the level of small and medium enterprises that are known as a successful entrepreneur and exporter in the food industry. Therefore, in this study, based on the obtained model, the analysis of the content of interviews and the study of literature 5 dimensions were considered for the identifying and seizing the opportunities capability. But after test of the model, only four dimensions including management competencies, networking capability, entrepreneurial orientation and external market orientation, respectively, were identified as constituent dimensions. Furthermore, the results showed that four dimensions of the identifying and seizing opportunities capabilities are effective on the configuration capability and the macro environment has a negative impact on the configuration capability. Also, the micro-environment has a moderating effect in the relationship between the two variables. On the other hand, the configuration capability affects the entrepreneurial export.

In this study, three dimensions of strategic, analysis and global commitment as constituted dimensions of managerial competencies for identifying and seizing opportunities in international markets for small and medium enterprises were recognized. Networking capability, entrepreneurial orientation and external market orientation (retail environment audit and market research) are other dimensions of identifying and seizing opportunity capabilities. Moreover, the reconfiguration capability on entrepreneurial exports has a significant impact. Researches have also shown that the competitive responsive capability is effective on export performance of a firm (Helfalt et al., 2007). Based on testing the model, the micro-environment features, including market uncertainty and competition level, have positive impact on the relationship between identifying and seizing opportunity capability and reconfiguration capability. This means that companies that operate in environments with high levels of uncertainty can identify opportunities more quickly and face better environmental threats. In this study, is also has been found that the macro environment has a negative impact on the reconfiguration capability. But this impact is less than the positive impact of identifying and seizing opportunities on reconfiguration capability. Thus, by enhancing the capability of identifying and seizing opportunities with the following four sub-dimensions as mentioned above, the negative impact of the macro environment on configuration capability  to face market threats can be reduced.

The use of network business models to provide health services is a growing trend in the world's successful health systems. Forming and sustaining successful service delivery networks requires using the structures and mechanisms that address the health system characteristics, such as the asymmetry of the health market, as well as the need to guarantee the quality of services. In this paper, based on the dynamic capability approach, relevant structures and mechanisms have been identified that can make the ability to successfully governing service delivery networks in health systems. The effectiveness of identified structures and mechanisms have been evaluated using a case study within a clinical laboratory network in Tehran.