“Meta-analysis of organizational and supply chain dynamic capabilities: A theoretical-conceptual relationship”

Creating resilient supply chains and more agile and competitive organizations are chal- lenges that companies face today in a highly competitive and changing environment. Therefore, organizations must understand the importance of developing and strength- ening their dynamic capabilities (DC) and supply chain dynamic capabilities (SCDC) in order to improve their market performance, participation, and sustainability. This study performs a meta-analysis of the literature related to organizational and supply chain dynamic capabilities, which together constitute an ecosystem of capabilities that every organization should develop to improve performance. After an exhaustive review of 1203 articles aligned with the base theoretical construct of dynamic capabilities, the information was decanted from strict filters. This allowed to evidence the contribution of this construct in literature aligned with organizational performance, as well as to identify the contribution that can be made by other constructs aligned with the dynamic capabilities’ ecosystem. The findings show a theoretical relationship between both constructs, presenting how the supply chain dynamic capabilities constitute a specialization and differentiation of organizational dynamic capabilities. In addition, the study highlights their major contribution to developing competitive advantages and improving organizational performance.


INTRODUCTION
A supply chain (SC) is a network of firms interacting in backward and forward relationships while performing varying processes to offer products and services to consumers (Stadler et al., 2015). Proper coordination and communication in an SC network require a set of organizational resources and capabilities associated with the organizations that are part of this SC.
Globalization and market integration require that SC respond nimbly and appropriately to the demands of its customers. Along with these challenges, local and international competition in unstable and susceptible markets exposes SCs to more significant risks, and their vulnerability to unexpected events has increased. To respond to these challenges, SCs must develop strong integration and coordination links between their constituent organizations. Moreover, these organizations must identify and strengthen the resources and capabilities that enable them to compete and be sustainable over time.

LITERATURE REVIEW
Nowadays, two specific research questions have arisen. The first one is: How organizational and supply chain dynamic capabilities can affect and improve organizational performance? Furthermore, the second one is: Is there a research gap in the contribution that CD and SCDC can make to organizational performance?
The meta-analysis was conducted to answer the questions using the Resource-Based View (RBV) theory. This theory explains how to obtain competitive advantages (Amit & Schoemaker, 1993;Barney, 1991;Grant, 1991;Peteraf, 1993;Wernerfelt, 1984). For this, a company must know itself, deepening the understanding of available resources to create a strategy that allows it to exploit and develop the resources it needs for the future. In addition, the analysis focuses on organizational performance that can be affected by a dynamic capabilities ecosystem.
Considering the world of resources and capabilities, some encompassed resources as capabilities (Barney, 1991;Dierickx & Cool, 1989;Hall, 1992); defining resources as the means to achieve a predefined objective (Camisón et al., 2014). On the other hand, some studies distinguished differential characteristics between resources and capabilities (Amit & Schoemaker, 1993;Grant, 1991;Teece et al., 1997). However, based on these approaches, this paper will use the conception of the interrelationship between resources and capabilities as determinants of competitive advantage (Acosta Prado et al., 2013). In addition, the study visualizes it as a conjunction of resources and skills to achieve high performance of a routine or complex of interacting routines (Grant, 1991).
In line with Rivera and Figueroa (2017), the study of DC has been positioning itself in strategic management and sustainable competitive advantages. In this sense, companies have developed changing skills due to the changing events of the ecosystem and the need for flexibility to promote innovation. Both DC and SCDC allow the ongoing elaboration of skills following the fluctuating environment and harmonizing knowledge with complex environments. Moreover, they create new characteristics for development and future growth, seeing these as a DC ecosystem that allows companies to develop and improve performance (Hong et    According to the meta-analysis conducted, For Lee (2004), in order for an organization to develop competitive advantages and be recognized in its sector, its SCs must be developed based on

Conceptual approach Conceptual discussion References
Dynamic capabilities (DC) 1. Specific organizational skills and knowledge given through the use, combination, and development of resources for the achievement of its objectives.

2.
Complex interaction between resources and capabilities that seeks to measure the efficiency of their use.
3. Ability to achieve new ways to compete and innovate, generating competitive advantages, providing sustainability and permanence in the market.

4.
Combination of organizational resources that cannot be easily imitated. It requires coordination of inter-organizational relationships, which supports the development of organizational competitive advantage. Amit and Schoemaker (1993), Barney (1986Barney ( , 1991, Collins (1994), Eisenhardt and Martin (2000), Garzón (2015), Grant (1996) 1. They are daily activities and resources updated to intentionally face the ever-changing external business environment and show high organizational effectiveness to meet the needs of SC actors and customers.
2. The capacity of this crucial component to determine and integrate internal and external resources into the organization in a dynamic environment ensuring sustainability and organizational flexibility.
3. The capacity to modify the SC following the changing environment, which involves a complex and close relationship between the internal and external aspects of the organization. SCDC makes organizations more flexible, resilient, and easily adaptable to change. This concept is comprehensively composed of different sub-capabilities: • Coordination; • Adaptability; • Agility; • Competitive Priorities; • Reconfiguration; • Collaboration; • Integration; and • Flexibility.
three specific DC, which he calls the Triple A (Adaptation, Agility, and Alignment). They are added to adequate infrastructure, investments, networking, and an organizational culture oriented toward fulfilling objectives supported by its leaders. This allows achieving organizational performance, sustainability, and competitive advantages.
According to the multiple and most relevant definitions of organizational DC and SCDC, it should be recognized that the latter concept arises to enable specialization and differentiation of DC. It is aimed at strengthening the sustainability and In addition, a summary of the main definitions of the main sub-skills found in the literature is given in Table 2, focusing on SCDC. Table 2 shows how different authors, from their positions and analyses, value each SCDC according to its perceived impact on the SC and, likewise, the importance of its development and strengthening, which enhances SC performance and sustainability.

Sub-capacity (SCDC) Definitions References
Coordination Capability that seeks to effectively coordinate tasks, resources, and objectives between cooperating enterprises (along or across the chain). Capability interdependent with flexibility. Reconfiguration is closely related to the organization's alternatives in its actions and has to do with endogenous issues. Ability to create competitive advantage through the strategic use of its resources focused on new market opportunities.

Collaboration
Means and capacity to reduce cross-functional and interorganizational conflicts and develop distinctive relational advantage. Value creation processes are becoming increasingly complex, suggesting the integration of resources along the SC as a strategic factor in decision-making to mitigate organizational conflicts.
Therefore, this study aims to determine research gaps in the literature and the contribution that can be made by the SCDC construct thanks to other research constructs.

METHODOLOGY
The study adopted literature analysis methods to analyze diverse thoughts on this topic. The aim was to synthesize clearly and concisely the existing evidence of that specific knowledge, stimulate the creation of new knowledge, and generate conclusions thanks to the review's findings. Rigorous development of a meta-analysis facilitates trans- The meta-analysis is supported by the PRISMA statement, which is a tool that seeks to perform a rigorous analysis of the literature where a clearly formulated research question is found. For this, explicit methods are used to determine, choose, and assess the study object (Liberati et  Skills that enable the development and generation of competitive advantages, which in turn increase the reconfiguration and replication capabilities in complex logistical structures. Ability to adapt and respond to different changes is also seen as an ability to innovate, integrate with others, or network to manage its processes, and as a strategy for risk management. Report ogy is a tool to help improve clarity and transparency in the publication of systematic reviews (Pérez, 2012, p. 2). Figure 2 depicts the methodological process followed in carrying out the meta-analysis.
In order to document the search and review of relevant documents for the meta-analysis, the study used a verification table where the information downloaded from the databases analyzed is deposited (Scopus and Web of Science (WoS)). Table  3 shows the analysis criteria selected to decant the information collected.

RESULTS
In order to refine the literature collected, the criteria were defined as: 1) Inclusion criteria: Articles that within their titles, abstracts, and keywords relate the words "dynamic capabilities," "supply chain dynamic capabilities," "organizational performance," "business performance," and "supply chain." 2) Exclusion criteria: Articles from research areas different than "business and management," "engineering," and "social science" are excluded.
It is important to highlight that the meta-analysis did not limit or perform a date filter since it contemplated the analysis of the seminal literature from the construct of the DC view and SCDC. Figure 3 shows the flow of information through the phases carried out for the literature analysis.
As Figure 3 shows, there is a research gap from supply chain dynamic capabilities construct to organization or enterprise performance. However, it can show the relevance of research aligned with SCDC and its contribution to other constructs.
Based on the VosViewer bibliometric tool and the previous data presented in accordance with the search equations, an exercise to identify representative authors on the conceptual category in question is carried out (Figures 4 and 5). Likewise, Figures 6 and 7 show the conceptual relationships. For example, the Scopus database has 440 records and offers 1,100 terms, from which it was possible to extract the concepts that had at

No. Criteria
Information provided 1 Title Identifies the document analyzed.
2 Abstract Provides a summary of what is analyzed in the selected study (objectives, methodology, study synthesis, conclusions, and general limitations). 3

Keywords
Identifies the most relevant topics of the study.

4
Objectives Provides an explicit statement of the research question addressed. 5 Methodology Allows identifying the research construction protocol, as well as the use of analysis tools. 6 Results Shows the findings of the study. 7 Limitations Allows showing the limitations of the study and whether there is room for information bias. 8 Conclusions Details the general interpretations of the study and suggests future research.  terms are offered, 127 that reach a visibility threshold, and eight possible thematic groups are identified: sustainability, sustainable competitive advantage, business performance, SC performance, supply, DC perspective, and SC capabilities.   The globalization of markets has demanded regional and continental collaboration and has increased the international exchange of production. This way, relationships develop between sectors and regions, and industrial production and strategic decisions become global. In highly competitive contexts, the intense international search for new resources requires organizations to establish relationships with new markets and manage their SCs and strategic relation- For supply chains to satisfy their customers' needs, companies involved in their processes must act in a coordinated and collaborative manner rath-er than in an isolated and disconnected way. Therefore, the level of integration of the supply chain is a determining factor in its ability to meet its objectives and purposes (Bititci et al. However, SCDC necessarily refers to developing and promoting DC into the organization and its supply chain and stimulating integration and collaboration between supply chain stakeholders. Therefore, the combination and interaction between resources and capabilities of SC can encourage and enhance organizational performance (Garcia-Torres et al. The literature analysis highlights that innovation, absorption, flexibility, and agility are the most relevant organizational DC. The interaction between resources and capabilities is complex, and their measurement is based on the efficiency of their use. Thus, they can create and reconfigure operational competencies and develop and adapt the use of its resources. Moreover, they can face new demands and changing conditions and thus respond to changes as they arise. They enable them Source: Authors' elaboration in VosViewer.

Figure 7. Concepts related to SCDC in Web of Science
to innovate and generate processes that generate organizational competitiveness and sustainability (Singh, 2005;Teece et al., 1997). On the other hand, the DC associated with the SC corresponds to the capabilities that are obtained from the collaboration and integration of resources and capabilities of the organizations that act in the SC network In order to develop a sustainable competitive advantage and organizational performance, organizations must build and strengthen a dynamic capabilities ecosystem for continuous improvement. SCDC is a sophisticated and specialized set of DC that enables the supply chain to support the organization in improving its performance ( Beyond the search for utopically stable environments, it is argued that companies must confront and embrace dynamic, changing, risky and fluctuating contexts. These environments will undoubtedly affect their stability and durability in post-pandemic scenarios. However, by developing a solid dynamic capabilities ecosystem and building more agile and flexible organizations, SCs that can simultaneously synchronize with new technologies and develop best practices to enhance their competitive advantages are encouraged.
SCDCs are complex to identify, measure, and understand since they are sophisticated combinations of organizational DC and skills developed by the supply chain. Therefore, their identification and definition require a detailed and profound analysis of the interactions and collaborations. Equally, their documentation and definition is vital; thanks to the analysis of the different information collected from different authors, the following terms are recognized as the most important ones: coordination, adaptability, agility, competitive priorities, reconfiguration, collaboration, integration, and flexibility.
The literature analysis allowed identification of the existing gap aligned with DC ecosystems, SCDC, and their contribution to organizational performance and other constructs. Therefore, it is recommended for future research contributions from different perspectives that also show how this affects organizational performance and sustainability, thus allowing strategic positioning that generates sustainable competitive advantages over time.