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Breaking the paradigm of sensing, seizing, and transforming : evidence from Axel Springer

  • Dynamic capabilities have typically been conceptualized as sensing, seizing, and transforming. This article explores the interplay of these procedural dimensions employing a longitudinal case study of Axel Springer, a leading media corporation that has exercised dynamic capabilities to convert from a print publisher to an internet company. Insightful evidence is produced from interviews with current and former top managers. The case study shows iterations, overlaps, and interconnections between sensing, seizing, and transforming. Sensing-by-seizing is introduced as a dynamic capability to seize concrete opportunities while concurrently sensing them. A conceptual model furnishes implications and recommendations for managerial decision-making.

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Document Type:Article
Author:Niklaus LeemannORCiD, Dominik K. KanbachORCiD, Stephan Stubner
Chairs and Professorships:Chair of Strategic Management and Digital Entrepreneurship
Chair of Strategic Entrepreneurship
Parent Title (English):Journal of business strategies
Year of Completion:2021
First Page:95
Last Page:124
Tag:Dynamic capabilities; Incumbent adaptation; Resource-based view
Content Focus:Academic Audience
Peer Reviewed:Yes
Rankings:VHB Ranking / C
Licence (German):License LogoCreative Commons - CC BY-NC - Namensnennung - Nicht kommerziell 4.0 International