Conclusions

Abstract

The starting point of this analysis was the notion that organizations are required to achieve and maintain a fit with their organizational environments.¹ However, environments of organizations are changing constantly and – as, for example, Klimecki and Lassleben (1998) and D’Aveni (1998) noted – faster than they have ever changed before.² Therefore, it is argued that organizations need to be able to adapt to changing environments.³ This notion was taken up by the dynamic capabilities approach⁴ as a predominant research paradigm for the explanation of organizational success.⁵ Consequently, the question arose regarding how dynamic capabilities can be developed, which in turn requires knowledge about associated determinants that can be addressed by managerial decisions.