A dynamic capability quest: A firm's orientation and commitment tocorporate governance and sustainability; a convergent mixed-methods approach

The origins of strategic management fields date back to ancient Greece. The word 'strategos' emphasises the general's art in 500 BC. Greeks set up a board of generals to form governance and called it; 'strategia', the ancient way of today's board of directors, the first corporate governance structure. From 'strategia' to today's firms' corporate governance structure, the upper echelon teams always seek to achieve long-term sustainability and competitive advantage by creating a dynamic capability to adapt to changing environments. During these two and a half thousand years, humankind has created enormous wealth, especially after the Industrial Revolution, but has also spoiled the ecological system, sometimes unintentionally, mostly intentionally. The revolution has evolved into an extraordinarily mechanised and automatised approach called Industry 4.0. Modern history and the environment of humankind are changing at the speed of light; therefore, the 'strategia' and its echelons need new ideas and abilities to adapt to the change. The dissertation's overarching aim is to understand to what extent and in what ways embracing corporate governance and sustainability can create a dynamic capability for a firm. The dissertation keeps Penrosean growth in mind, formulates Porter's strategic positioning, wears Hambric's upper echelons lenses and assesses Teece's dynamic capabilities' three folds: sense, seize and re-configure in an emerging market context and through an emerging methodology mixed methods research framed by an overarching philosophy of pragmatism.