New directions to create dynamic capabilities: The role of pioneering orientation and interorganizational relationships

Abstract

This study delves into the gap in the literature on the analysis of the antecedents/microfoundations of dynamic capabilities. Thus, the main aim of this study is to analyse how pioneering orientation influences the generation of dynamic capabilities. To do so, it explores how two key facets of interorganizational relationships moderate this relationship—cognitive proximity with firm's contacts and bridging ties. The study is based on a sample of 292 Spanish agri-food companies. The ordinary least-squares (OLS) approach was used to analyse the survey data. Our findings show the positive effect of pioneering orientation on dynamic capabilities. This effect is reduced when companies have high cognitive proximity and is reinforced when companies have bridging ties. Therefore, companies should conduct their networks of relationships in such a way as to avoid high cognitive proximity with their contacts and seek out contacts that are unconnected to their main network of contacts.