Scaffolding the Void: Towards a Void-Driven Dynamic Capabilities Meta-Capabilities

Abstract

The dynamic capabilities model describes the ability of firms to sense, seize, and adapt to changes in
their environment. The model assumes a foundation of institutional support, meaning structures that
ensure reliable contract enforcement, credible information, and regulatory consistency. However, in
many parts of the world, this type of institutional support does not exist. Examples include cities with
high congestion in developing markets, digital industries where the internet is frequently down or
hurricane affected area where institution sometimes becomes unfunctional. These environments do not
provide the conditions under which standard DCs can be applied. This introduce scaffolding defined
as a capability that enables firms to establish a temporary institutional structure, a set of frameworks,
practices, or norms implemented for a limited period to support specific organizational actions. Using
both the institutional theory perspective and the dynamic capabilities view, we introduce the Voids-
Driven Dynamic Capabilities (VDDC) framework. This model posits an inverted-U relationship
between institutional reliability and scaffolding effectiveness and reframes DCs not only as
mechanisms for adaptation within order but for the reconstitution of order itself.