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<p>This study develops and empirically tests a hierarchical dynamic capabilities framework in which absorptive capacity (ACAP) serves as a microfoundational antecedent to dynamic capabilities, with organizational ambidexterity mediating their joint effect on firm-level competitive advantage. Drawing on survey data from 278 Iranian export firms analyzed via PLS-SEM, we address a critical gap in the competitiveness literature: how constrained institutional environments reshape the pathways through which knowledge-based capabilities translate into sustainable competitive advantage. The findings reveal that ACAP, operating as a microfoundation rather than an independent parallel construct, enables sensing and seizing capabilities that, channeled through ambidexterity, generate competitive advantage. Importantly, reconfiguring capabilities prove non-significant in this context, suggesting that institutional constraints, regulatory opacity and market volatility, limit firms’ capacity for resource restructuring. These results extend dynamic capabilities theory by subordinating ACAP within the DC hierarchy, contribute to the export competitiveness literature by distinguishing firm-level competitive advantage from export performance, and offer actionable insights for firms competing in institutionally constrained emerging markets.</p>

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The Mediating Roles of Absorptive Capacity and Ambidexterity in the Dynamic Capabilities Framework

  • 期刊论文

  • 发表日期：

    2026年5月18日

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  • Hadi Zarea,
  • Elahe Hosseini,
  • Mahmoud Moradi,
  • Narjes Bossaghzadeh

摘要

This study develops and empirically tests a hierarchical dynamic capabilities framework in which absorptive capacity (ACAP) serves as a microfoundational antecedent to dynamic capabilities, with organizational ambidexterity mediating their joint effect on firm-level competitive advantage. Drawing on survey data from 278 Iranian export firms analyzed via PLS-SEM, we address a critical gap in the competitiveness literature: how constrained institutional environments reshape the pathways through which knowledge-based capabilities translate into sustainable competitive advantage. The findings reveal that ACAP, operating as a microfoundation rather than an independent parallel construct, enables sensing and seizing capabilities that, channeled through ambidexterity, generate competitive advantage. Importantly, reconfiguring capabilities prove non-significant in this context, suggesting that institutional constraints, regulatory opacity and market volatility, limit firms’ capacity for resource restructuring. These results extend dynamic capabilities theory by subordinating ACAP within the DC hierarchy, contribute to the export competitiveness literature by distinguishing firm-level competitive advantage from export performance, and offer actionable insights for firms competing in institutionally constrained emerging markets.