## 2 Literature Review and Hypotheses  
### Theoretical Framework  
The Dynamic Capabilities View (DCV) extends the Resource-Based View to explain how firms manage to remain competitive in turbulent environments in the long term [29; 30]. It is crucial to note that there is a bifurcation in the literature regarding the definition of DCV [4]. [PERSON] et al. define dynamic capabilities as _\"the ability to integrate, build, and reconfigure internal and external competencies to address and possibly shape rapidly changing business environments\"_[29] (p. 516). Conversely, [PERSON] and [PERSON] define dynamic capabilities as _\"the organizational and strategic routines through which firms achieve new resource configurations\"_[30] (p. 1107). The key difference is that [PERSON] et al. see dynamic capabilities as crucial for sustainable competitive advantage in volatile markets, while [PERSON] and [PERSON] argue they will collapse in such environments [4; 29; 31]. This contrast arises because [PERSON] and [PERSON] label as dynamic capabilities what [PERSON] et al. call ordinary capabilities. Ordinary capabilities are also referred to as static or zero-level capabilities, whereas dynamic capabilities are sometimes called higher-order or second-order capabilities [4; 31]. We adopt [PERSON]'s conceptualization, distinguishing only between ordinary and dynamic capabilities.  
Ordinary capabilities enable firms to achieve efficiency and competitive advantages in stable or low-competition environments, focusing on cost control and best practices, which are easily imitated via the consulting industry [4]. Examples include managerial quality, operational capacity, and marketing capability. On the other hand, dynamic capabilities focus on adapting to technological and market changes and orchestrating resources to drive innovation [4]. These capabilities are built over each company's history and specific context, making them imperfectly attainable [4]. Examples include knowledge management, environmental scanning, and marketing agility. However, the categorization of capabilities is context-dependent [29; 31]. The same capability can be considered ordinary in some studies and dynamic in others. For instance, innovation capability is viewed as an ordinary capability by [PERSON] et al. [32] but as a dynamic capability by [PERSON] [33].  
Dynamic capabilities enable firms to grow and be profitable in the long term, and \"when linked to a good strategy and valuable, rare, inimitable, and non-substitutable resources (VRIN resources), they are the necessary and sufficient elements for long-term financial success\" [4] (p. 334). Therefore, the DCV is an appropriate theoretical framework for studying FP. Dynamic capabilities stem from entrepreneurial action, managerial creativity, and the ability to communicate vision within the organization [4]. This makes EO a key dynamic capability for ensuring positive and sustainable FP. EO helps firms identify technological opportunities and develop ITC. In turn, ITCs enable the reconfiguration of decision-making and the mobilization of resources in companies, aligning with the definition of dynamic capabilities. In the literature, the DCV is commonly used as a theoretical framework when studying FP, EO, and ITC. The rest of this section will delve into the three constructs and the relationships between them and formulate the hypotheses.