Breaking the Paradigm of Sensing, Seizing, and Transforming - Evidence from Axel Springer

Abstract

Dynamic capabilities have typically been conceptualized as sensing, seizing, and transforming. This article explores the interplay of these procedural dimensions employing a longitudinal case study of Axel Springer, a leading media corporation that has exercised dynamic capabilities to convert from a print publisher to an internet company. Insightful evidence is produced from interviews with current and former top managers. The case study shows iterations, overlaps, and interconnections between sensing, seizing, and transforming. Sensing-by-seizing is introduced as a dynamic capability to seize concrete opportunities while concurrently sensing them. A conceptual model furnishes implications and recommendations for managerial decision-making.