Competitive strategy, dynamic capability, and value creation: Some empirical evidence from UK telecommunications firms

The overall interplay between competitive strategies and dynamic capabilities is an integral part of value creation in terms of novelty, lock‐in, complementarities, and efficiency. In response to insufficient systematic research on the impact of competitive strategies and dynamic capabilities on value creation, this study expands prior studies (Rashidirad et al., 2013) by proposing carefully testable research hypotheses and empirically explores...