DYNAMIC CAPABILITIES AND STRATEGIC RESILIENCE: ADAPTING TO MARKET TURBULENCE IN THE POST-PANDEMIC ERA

Abstract

This paper investigates the role of dynamic capabilities in building strategic resilience in the case of post-pandemic market turbulence and macroeconomic volatility in Nigeria, at the case of MTN Nigeria Communications Plc. Although it is leading the market, the environment that the MTN Nigeria is operating in is the one that is affected by currency instability, inflationary pressures, infrastructure restraints, and repetitive service delivery challenges. These circumstances cast some important questions as to the ways in which the large telecommunications companies develop and maintain resiliency against the continuous external shocks. The research design used in the study was quantitative descriptive. A structured questionnaire based on Likert scale was used to collect the data by administering the questionnaire to senior and middle level managers in the organization. IBM SPSS helped in analyzing the data using descriptive statistics, correlation analysis, and multiple regression methods to understand the relationship that existed between sensing, seizing, and transforming capabilities and strategic resilience. The findings indicate that there are significant managerial views about the sensing, seizing and transforming capabilities of the firm. Dynamic capabilities are strongly related to strategic resilience in all three dimensions, sensing capability being the strongest one. Taken together, dynamic capabilities are important explanations of the differences in the resilience of the firm, which suggests that the active environmental scanning, prompt mobilization of resources, and constant reconfiguration of the organization increase the capacity of the organization to withstand and respond to turbulence. This study finds that strategic resilience in dynamic environments is a vital element that is rooted in dynamic capabilities. To remain competitive in the long run, it is suggested that the MTN Nigeria should further invest in real-time market intelligence systems, enhance its technological and engineering capabilities internally, and institutionalize rapid transformation mechanisms at the functional level. Enhanced capability will make it even more flexible and sustainable in the long run within the volatile telecommunication industry in Nigeria.