Building sustainable competitiveness in road transport: a dynamic capabilities perspective

Purpose This study aims to examine how road transport firms in Uganda sustain competitiveness within volatile and resource-constrained environments. Design/methodology/approach An exploratory qualitative approach was adopted, involving semistructured interviews with 21 senior managers from seven licensed road transport firms. Data were analyzed using the Gioia methodology to generate first-order concepts, second-order themes and aggregated dimensions. Findings This study reveals that sensing capabilities enable firms to anticipate market shifts, customer needs and regulatory changes; seizing capabilities facilitate operational flexibility, technological adoption and strategic partnerships; and transforming capabilities support organizational learning, staff development and good governance. Together, these capabilities enhance adaptability, innovation and long-term competitiveness. Practical implications Managers are encouraged to integrate dynamic capabilities into strategic planning, invest in technology and foster learning and governance. Policymakers should create regulatory frameworks that balance compliance with flexibility and support industry partnerships to improve sectoral efficiency and sustainability. Originality/value This study extends Dynamic Capabilities Theory to road transport in a developing country, providing empirical evidence of how firm-level capabilities sustain competitiveness under turbulent operating conditions.