Managing Dynamic Capability in the Public Sector

A Case Study of the Bandung City Government’s Response to the COVID-19 Pandemic

DOI

10.2991/978-94-6463-558-4_20How to use a DOI?

Keywords

Automotive; Customer Preference; Marketing; Multi-Purpose Vehicle; Text Analytic; User-Generated Content

Abstract

This research aims to examine how the Bandung City government navigates the significant challenges of managing the COVID-19 pandemic through the lens of the dynamic capability framework. The pandemic has posed an unprecedented challenge, requiring exceptional measures and responses. Despite the extensive literature on firm-level dynamic capabilities, there has been insufficient attention to the origins and dynamic development of similar capacities within the public sector. This study employs a qualitative case study approach, gathering data from interviews, official reports, and secondary sources. The findings reveal that Bandung City effectively employed dynamic capabilities in sensing, seizing, and transforming activities. Sensing involved systematic information collection and data analysis to understand the virus’s spread and impact. Seizing included proactive public awareness measures, regulatory actions, strategic resource allocation, and the swift execution of decisions. Transforming was demonstrated through the implementation of new business models and processes, enhancing knowledge management, and fostering sustainability initiatives. The study underscores the critical role of collaboration, proactive strategies, and adaptability in managing public health crises. It highlights how dynamic capabilities can enhance the effectiveness and resilience of public sector responses to unprecedented challenges by fostering a comprehensive and inclusive approach involving diverse stakeholders, including academics, central agencies, and the media. Future research should explore comparative studies across different cities and investigate leadership styles that support the development and application of dynamic capabilities in the public sector.

Copyright

© 2024 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

Download article (PDF)

TY  - CONF
AU  - Didin Kristinawati
PY  - 2024
DA  - 2024/11/19
TI  - Managing Dynamic Capability in the Public Sector
BT  - Proceedings of the International Conference on Sustainable Collaboration in Business, Technology, Information, and Innovation (SCBTII 2024)
PB  - Atlantis Press
SP  - 339
EP  - 353
SN  - 2352-5428
UR  - https://doi.org/10.2991/978-94-6463-558-4_20
DO  - 10.2991/978-94-6463-558-4_20
ID  - Kristinawati2024
ER  -