The effect of the environment on the leveraging performance of firm capabilities

In line with the important objectives of the firm, capabilities which include all kinds of processes, actions, and skills to improve its performance (Bryson, Ackermann, and Eden, 2007), and efficiently transform input resources into outputs (Li, Shang ve Slaughter, 2010) are the most crucial resource of the resource-based view (Koçak, Özer ve Gürel, 2005). To generate a competitive advantage path, they need to be efficiently and effectively mobilized, coordinated, and implemented (Sirmon, Hitt, and Ireland., 2007). One of the most important factors on which these transactions and their results depend is the external environment of the firm. The performance of the different firm structures, processes, and operations created and structured by dynamic-static environmental factors (Albring ve diğerleri, 2016; Iyer, Srivastava ve Rawwas 2014; Starik, 2013), which provide different opportunities at the same time, will lead to different performances on leveraging the capabilities and creating competitive advantage. This study seeks to understand this context and tries to explain its different outcomes and its reasons. Key Words: Firm capabilities, resource advantage strategy, market opportunity strategy, entrepreneurial strategy