Dynamic capabilities, operational changes, and performance outcomes in the media industry

The dynamic capabilities theorem posits that rapidly changing operating environments necessitate dynamic capabilities (i.e. sensing, seizing and reconfiguring) for success. Dynamic capabilities reconfigure existing asset positions and create organizational renewal. We contend that higher performance outcomes can be achieved when dynamic capabilities interact with operational-level changes (i.e., changes in management and practices or changes in used technologies and target markets). The present study explores different pathways of dynamic capabilities and operational-level changes for performance success in a media industry context (i.e., magazines). Due to the digitalization of its business, the media industry has undergone significant changes the past years. We use a set-theoretic approach with fsQCA and data from 78 magazines to test our conceptualization. Our findings contribute to the literature of dynamic capabilities by providing empirical evidence on the relationship between dynamic capabilities, operational changes, and performance.