Strategic design of organizational structures from the business dynamic capabilities model

Abstract

This study presents the need for adaptation of an art printing company in Panama City, highlighting the deficiencies of its organizational structure and its limited capacity to respond to changing environments. The objective was to propose strategies based on the dynamic capabilities model to foster competitive advantage. Based on the dynamic capabilities model, the study analyzes how the lack of strategic alignment, innovation, organizational learning, and adaptation negatively impacts its performance. Through non-experimental field research using survey techniques, participant observation, and document review, data was collected from 12 employees (87.5% of the population) and processed using quantitative and qualitative techniques. The results reveal operational strengths such as customer focus, but also critical disadvantages such as a complete lack of understanding of the company's mission and vision, siloed processes, management-dependent innovation, and poor systematization of learning. The organization exhibits structural rigidity, decision-making centralization, and a reactive culture that hinders the development of sustainable advantages. The conclusion is that integrating the dynamic capabilities model would allow for the transformation of this competitive paradox through priority strategies (knowledge platform), structural strategies (flexible structure and participatory governance), and cultural strategies (alignment programs). Improvements in adaptability, innovation, and talent retention are projected, although the sample size is acknowledged as a limitation that restricts the generalization of the findings.