Multiple case studies reveal how emerging market high-tech firms leverage dynamic capabilities to improve technological and management innovations, indicating effective crisis response strategies.
Although leveraging dynamic capabilities (DCs) to develop technological and non‐technological innovations helps firms to become agile in renewing resources and remain resilient in the novel environment of a crisis, little is known about how emerging market high‐tech firms (EMHTFs) leverage DCs to develop such innovations in response to the COVID‐19 crisis. This study addresses this research gap using multiple case studies of Malaysian EMHTFs. It finds that EMHTFs reconfigure resources to create management innovations by leveraging technological resources to develop new technically oriented strategies, by adjusting resources to introduce new supply chain practices, and by rearranging resources to introduce new work arrangements in uncertain and restricted environments. To seize opportunities, EMHTFs leverage external resources to introduce new ways of organizing external relations (management innovations) and leverage core competencies to introduce context‐responsive new products. To improve operational processes via process innovations, EMHTFs learn internally and externally to develop technological measures.
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Sin‐Pei Ng (2025) studied this question.
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