Successful performance of technology-based International New Ventures in the long term are depended on dynamic managerial capabilities. Several aspects influence the dynamic managerial capability: 1) environmental scanning processes 2) Involving "An INV is a business Aspects of dynamic managers from different levels organization that, from managerial and functions in the Empirical study. No. 9, 2014 inception, seeks to derive capability of environmental scanning The foundation process, Qualitative Liliya significant competitive technology-based processes 3) Implementing strategic alliances, product - longitudinal process Altshuler advantage from the use of international new formal structures and decision development, management, case study of a Oxtorp resources and the sale of ventures - rules for R&D resource dynamic capabilities Danish firm. outputs in multiple competitive allocation based on business, countries" advantage technological and strategic fit 4) Understanding and protecting the firm's core competencies 5) Internal processes for knowledge sharing & learning among different levels of specialists & managers 6) Collegial managerial decision making 7) External supervisory board
No. 9, 2014 Liliya Altshuler Oxtorp "An INV is a business organization that, from inception, seeks to derive significant competitive advantage from the use of resources and the sale of outputs in multiple countries" - Aspects of dynamic managerial capability of technology-based international new ventures - competitive advantage Empirical study. Qualitative longitudinal process case study of a Danish firm. Successful performance of technology-based International New Ventures in the long term are depended on dynamic managerial capabilities. Several aspects influence the dynamic managerial capability: 1) environmental scanning processes 2) Involving managers from different levels and functions in the environmental scanning processes 3) Implementing formal structures and decision rules for R&D resource allocation based on business, technological and strategic fit 4) Understanding and protecting the firm's core competencies 5) Internal processes for knowledge sharing & learning among different levels of specialists & managers 6) Collegial managerial decision making 7) External supervisory board The foundation process, strategic alliances, product development, management, dynamic capabilities