{"title":"The Dynamic Capabilities of High-Turbulent Markets: Indonesian Start-Up Cases During COVID-19 Pandemic","authors":"I. Handoko, Hendro Adiarso Tjaturpriono","doi":"10.1515/erj-2022-0225","DOIUrl":null,"url":null,"abstract":"Abstract This study explores how start-ups manage high-turbulent markets during the first six-months of the COVID-19 pandemic, and how dynamic capabilities are operationalized in that situation. A multiple-case study approach was employed to investigate eight start-up cases in Indonesia. Indonesia was chosen to represent an emerging economy with a tremendous growing number of start-ups. The data are presented based on the evolving circumstances of the COVID-19 crisis. The research findings illustrate how dynamic capabilities are operationalized simultaneously with the validation of adjusted business models through simple-experiential routines, iterative executions, and action-oriented processes amidst the high-turbulent markets. Dynamic capabilities that operate in full combination by sensing, seizing, and transforming capabilities potentially can facilitate the creation of values for firms faster than otherwise. This study also identifies specific elements and alignment mechanisms incorporated in the dynamic capabilities.","PeriodicalId":45658,"journal":{"name":"Entrepreneurship Research Journal","volume":"42 1","pages":""},"PeriodicalIF":2.0000,"publicationDate":"2023-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Entrepreneurship Research Journal","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1515/erj-2022-0225","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 1
Abstract
Abstract This study explores how start-ups manage high-turbulent markets during the first six-months of the COVID-19 pandemic, and how dynamic capabilities are operationalized in that situation. A multiple-case study approach was employed to investigate eight start-up cases in Indonesia. Indonesia was chosen to represent an emerging economy with a tremendous growing number of start-ups. The data are presented based on the evolving circumstances of the COVID-19 crisis. The research findings illustrate how dynamic capabilities are operationalized simultaneously with the validation of adjusted business models through simple-experiential routines, iterative executions, and action-oriented processes amidst the high-turbulent markets. Dynamic capabilities that operate in full combination by sensing, seizing, and transforming capabilities potentially can facilitate the creation of values for firms faster than otherwise. This study also identifies specific elements and alignment mechanisms incorporated in the dynamic capabilities.
期刊介绍：
Entrepreneurship Research Journal (ERJ) was launched with an Inaugural Issue in 2011. Professor Ramona Zachary at Baruch College and Professor Chandra Mishra at Florida Atlantic University introduce a new forum for scholarly discussion on entrepreneurs and their activities, contexts, processes, strategies, and outcomes. Positioned as the premier new research journal within the field of entrepreneurship, ERJ seeks to encourage a scholarly exchange between researchers from any field of study who focus on entrepreneurs, and will include both theoretical and empirical articles, with priority being given to high quality theoretical and empirical papers that have managerial or public policy orientation as well as ramifications for entrepreneurship research overall. Topics: -Research Modeling, Design, and Methods: entrepreneurship theories and conceptualizations, entrepreneurship research methods. -The Individuals-Opportunities-Resources Nexus: nascent entrepreneurs, opportunity recognition, drivers of value creation, and emergence, innovation and technology entrepreneurs, entrepreneurial risk and reward, entrepreneurial cognition and behavior. -Inclusive of Near Environments: family entrepreneurship, networks, teams and alliances, venture capital and angel investor groups, entrepreneurial communities, hubs, clusters and public policy, social entrepreneurship. -Distinct Entrepreneurial Stage or Setting: entrepreneurial growth and strategy, boards, governance and leadership, corporate entrepreneurship, international and emerging market entrepreneurship.
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