Social Capital as Dynamic Capability：Lessons learned form the Tsunami Crisis Management in Sri Lanka

• Main Authors: Chiung-Wei Lu, 呂炯緯
• Other Authors: Ming-Huei Hsieh
• Format: Others
• Language: en_US
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/16413694966129232713

碩士 === 元智大學 === 國際企業學系 === 95 === Using the case study of Tzu Chi''s South Asia Tsunami crisis management in Sri Lanka, the author illustrated the process whereby an organization developed its dynamic capability through social capital exploitation. Five interrelated mechanisms including resources manipulation, organizational structure mobilization, human resources deployment & mobilization, strategies responding, and daily routines operation were identified throughout the whole process of disaster relief. Furthermore, these mechanisms are shown to be adaptable to changing environment through on-going learning and upgrading process. As a result, new capabilities are formed over time. The findings of this study not only highlight theoretical implications to the literature related to dynamic capability development but also provide practical guidelines for organizations aiming to develop dynamic capabilities amid volatile business world.