Abstract:

The dynamic capability approach has become a general theoretical framework for analyzing how companies (profit sectors) overcome rapidly changing environments. This paper uses a dynamic capability approach through the presentation of a theoretical framework and empirical evidence about how the relationship between transformational leadership style and dynamic capabilities influences the performance of non-governmental organizations - NGOs - (nonprofit sector). The research explained in this paper is only a part of the author’s research. The concept and operationalization developed in this paper will be used for further empirical research scheduled in November 2018.