DYNAMIC CAPABILITIES AS STRATEGIC ENABLERS OF BUSINESS INTELLIGENCE: A THEORETICAL FRAMEWORK FOR COMPETITVE ADVANTAGE IN EMERGING MARKETS

Abstract

This paper examines how dynamic capabilities theory provides a strategic framework for understanding Business Intelligence (BI) effectiveness in achieving competitive advantage, with particular emphasis on emerging market contexts. Through critical synthesis of contemporary literature, this study explores how organisations develop and deploy sensing, seizing, and reconfiguring capabilities through BI systems to navigate volatile business environments. The theoretical framework positions dynamic capabilities as antecedents rather than outcomes of BI implementation, offering fresh insights into why some organisations successfully leverage BI for strategic advantage while others struggle despite substantial technological investments. Findings reveal significant gaps in understanding BI deployment in resource-constrained settings, highlighting needs for context-sensitive theoretical frameworks that account for institutional, infrastructural, and competitive dynamics unique to emerging markets. This research contributes to theory by reconceptualizing the BI-capability-performance relationship and provides practical guidance for organisations seeking to build strategic agility through data-driven dynamic capabilities.