Date of Conferral

4-30-2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

James Glenn

Abstract

Telecommunications firm leaders often struggle to integrate dynamic capabilities into their core business processes, thereby reducing competitiveness. The purpose of this qualitative pragmatic inquiry was to explore how dynamic capabilities influence competitiveness and performance in U.S. telecommunications firms. Grounded in the dynamic capabilities view (DCV), the study addressed the overarching research question of how dynamic capabilities influence competitiveness and performance in telecommunications firms in the United States. Data were collected through semistructured interviews with six telecom and technology-sector leaders and analyzed using iterative coding and thematic analysis software. Four themes emerged: (a) continuous environment interpretation, (b) disciplined strategic commitment, (c) sustained organizational renewal, and (d) human sustainability capability. Findings suggest that competitiveness and performance are strengthened when sensing, seizing, and transforming operate as an integrated process supported by sustained human capacity. A key recommendation is for telecommunications leaders to strengthen real-time sensing capabilities by integrating customer analytics, frontline insights, and external market intelligence to identify emerging opportunities and convert them into a competitive advantage. The implications for positive social change include the potential for telecommunication leaders to implement sustainable capability practices that reduce employee burnout, [CS2.1]and enhance organizational resilience, thereby improving service stability for communities.

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