Bakom datorskärmarna - En flerfallsstudie om spelutvecklingsföretags dynamiska kapabiliteter inom ramen för den resursbaserade teorin
(2018) FEKH19 20172Department of Business Administration
- Abstract
- Purpose: The purpose of the study is to further contribute on the theory of dynamic capabilities, integrated in the resource-based theory, by investigating how resources generate dynamic capabilities. Furthermore, the study aims to investigate how the resources and dynamic capabilities affect a company's ability to survive over time.
Methodology: The study is a multiple-case study with an abductive research method and a qualitative research design. The empirical collection takes place via semi-structured interviews. The analysis is carried out through analysis of companies' resources and dynamic capabilities, and how they interact.
Theoretical perspectives: The theoretical perspective of the study examines dynamic capabilities in the... (More) - Purpose: The purpose of the study is to further contribute on the theory of dynamic capabilities, integrated in the resource-based theory, by investigating how resources generate dynamic capabilities. Furthermore, the study aims to investigate how the resources and dynamic capabilities affect a company's ability to survive over time.
Methodology: The study is a multiple-case study with an abductive research method and a qualitative research design. The empirical collection takes place via semi-structured interviews. The analysis is carried out through analysis of companies' resources and dynamic capabilities, and how they interact.
Theoretical perspectives: The theoretical perspective of the study examines dynamic capabilities in the context of resource-based theory. Business resources are divided into Grant’s (1991) six categories of resources and dynamic capabilities are classified according to Teece, Pisano and Shuen’s (1997) definition. These are integrated into the theoretical framework of the study to explain the company's ability to survive in a dynamic environment.
Empirical foundation: We have investigated game development companies' resources and dynamic capabilities. The interviews have been held with founder and managers of the respective companies: Coffee Stain, Fishmoose Interactive, Lavapotion, Simogo and Star Stable and Stunlock Studios. In addition to these, we have received expert comments from investors at Bonnier and Egmont.
Conclusions: Our results indicate that organizational resources, human capital and reputation are the most valuable resources and that they give rise to dynamic capabilities. Furthermore, the result shows that all dynamic capabilities are important for the companies’ survival, but they are largely absent in some of the studied companies. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8935813
- author
- Krottler, Axel LU ; Roovete, Nicholas LU and Johnsson Wallin, Magnus LU
- supervisor
- organization
- course
- FEKH19 20172
- year
- 2018
- type
- M2 - Bachelor Degree
- subject
- keywords
- Dynamic Capabilities, Resource-Based View, Survival, Resources, Capabilities, Dynamiska kapabiliteter, Resursbaserad teori, Överlevnad, Resurser, Kapabiliteter
- language
- Swedish
- id
- 8935813
- date added to LUP
- 2018-02-16 12:05:32
- date last changed
- 2018-02-16 12:05:32
@misc{8935813,
abstract = {{Purpose: The purpose of the study is to further contribute on the theory of dynamic capabilities, integrated in the resource-based theory, by investigating how resources generate dynamic capabilities. Furthermore, the study aims to investigate how the resources and dynamic capabilities affect a company's ability to survive over time.
Methodology: The study is a multiple-case study with an abductive research method and a qualitative research design. The empirical collection takes place via semi-structured interviews. The analysis is carried out through analysis of companies' resources and dynamic capabilities, and how they interact.
Theoretical perspectives: The theoretical perspective of the study examines dynamic capabilities in the context of resource-based theory. Business resources are divided into Grant’s (1991) six categories of resources and dynamic capabilities are classified according to Teece, Pisano and Shuen’s (1997) definition. These are integrated into the theoretical framework of the study to explain the company's ability to survive in a dynamic environment.
Empirical foundation: We have investigated game development companies' resources and dynamic capabilities. The interviews have been held with founder and managers of the respective companies: Coffee Stain, Fishmoose Interactive, Lavapotion, Simogo and Star Stable and Stunlock Studios. In addition to these, we have received expert comments from investors at Bonnier and Egmont.
Conclusions: Our results indicate that organizational resources, human capital and reputation are the most valuable resources and that they give rise to dynamic capabilities. Furthermore, the result shows that all dynamic capabilities are important for the companies’ survival, but they are largely absent in some of the studied companies.}},
author = {{Krottler, Axel and Roovete, Nicholas and Johnsson Wallin, Magnus}},
language = {{swe}},
note = {{Student Paper}},
title = {{Bakom datorskärmarna - En flerfallsstudie om spelutvecklingsföretags dynamiska kapabiliteter inom ramen för den resursbaserade teorin}},
year = {{2018}},
}