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Dynamic managerial capabilities refer to the ability of managers to integrate, construct, and reconfigure existing resources and competencies through personal perception, skills, and motivation, in order to adapt to and shape the evolving competitive environment. Drawing upon complexity theory, this study investigates the impact of dynamic managerial capabilities on firms' business model innovation and examines the moderating role of firms' digitalization based on 507 samples. The results indicate that dynamic managerial capabilities positively influence both efficiency-centered and novelty-centered business model innovation, with firms' digitalization playing a positive moderating role in this process. Additionally, the study examines the three-way interaction effect, revealing that the higher the level of environmental turbulence, the greater the positive impact of digitalization on the relationship between dynamic managerial capabilities and efficiency-centered business model innovation. This research unveils the crucial role of executives' dynamic managerial capabilities in business model innovation in today's digital era, providing theoretical guidance for firm strategic decision-making. [ABSTRACT FROM AUTHOR]

Emerging multinational corporations (EMNCs) depend on their dispersed foreign subsidiaries to search, obtain and utilize overseas resources, and subsidiary resilience hence acts as an important premise for their continuous expansion and international competitive advantage, in which headquarter-subsidiary structure (HQS) plays a critical role. Extant research has not reached a consensus on the relationship between HQS structure and subsidiary resilience. It remains to be addressed on how to choose HQS structure to help subsidiaries cope with the conflicting demands between resource slack and operational flexibility. Therefore, this paper introduces loose coupling theory, utilizes the dialectical attributes of responsiveness and distinctiveness contained in this construct, and tries to provide a solution from a new perspective for the resilience construction of foreign subsidiaries in emerging multinationals. Furthermore, the linking-leveraging-learning (LLL) capability view, which is proposed in the context of emerging economies, is further incorporated into the research framework to reveal the internal and external mechanisms and boundary conditions between HQS structure and foreign subsidiary resilience, providing a systematic explanatory framework for EMNCs to manage globally-dispersed subunits, which has important theoretical guidance and practical significance. [ABSTRACT FROM AUTHOR]