DYNAMIC CAPABILITIES AND RESILIENCE OF FINTECH COMPANIES IN NIGERIA
Keywords:
Dynamic capabilities, Fintech companies, Resilience, Adhocracy cultureAbstract
This study examined the relationship between Dynamic Capabilities and Resilience of fintech companies in Nigeria, with adhocracy culture assessed as a moderating variable. Dynamic capabilities were measured through sensing, seizing, and reconfiguring capabilities, while resilience was captured by agility, adaptability, and innovativeness. Ten null hypotheses were formulated to test the relationships among these constructs. The study adopted the positivist philosophical paradigm and a cross-sectional survey design. Data were collected through a structured questionnaire administered to executives of fintech firms, with 98 questionnaires distributed and 87 valid responses retrieved. Descriptive statistics were generated using SPSS version 25, while Partial Least Squares–Structural Equation Modelling (PLS-SEM) with SmartPLS version 4.1.1.5 was employed to test the hypotheses. Findings showed that sensing capability significantly enhanced adaptability and innovativeness but did not significantly influence agility. Seizing capability had significant positive effects on agility, adaptability, and innovativeness, underscoring its role in strengthening resilience. Conversely, reconfiguring capability exhibited a negative effect on agility and innovativeness, and an insignificant effect on adaptability, suggesting that excessive restructuring may weaken resilience outcomes. Adhocracy culture did not significantly moderate the relationship between dynamic capabilities and resilience. The study concluded that sensing and seizing capabilities were central to building resilience in fintech firms, while reconfiguring capability, if poorly managed, could undermine resilience efforts. Adhocracy culture, though inherently flexible, was insufficient to alter these relationships significantly. It was recommended that fintech firms institutionalise real-time market monitoring, embed customer feedback systems, and channel environmental insights into innovation initiatives. Managers were encouraged to adopt flexible decision-making structures, pursue external collaborations, and stabilise innovation processes during restructuring. Overall, resilience should be structurally embedded in organisational systems rather than solely dependent on cultural orientations.
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