Abstract
The growing pressure faced by organisations as a result of changes in the business environment and intense global competition has created the need for organisations to adapt and rejuvenate in order to remain competitive and profitable. The strategic use of organisational resources and capabilities has been recognised as central in the pursuit of a sustained competitive advantage in dynamic markets. To this end this study considered how organisational culture and innovation enabling capabilities can act as strategic and dynamic resources which are effective sources of competitive advantage. The research methodology applied to this study was a qualitative case study. Data was gathered in two phases, firstly through a surveying instrument and secondly by means of semi structured interviews. The analysis of the case study revealed a misalignment between the dominant culture at Company X, the dynamic nature of its environment and the need for a competitive advantage. Organisational capabilities with either an enabling or inhibiting impact on innovation were also investigated and informed the outcomes of this study’s objectives. The conclusions and implications suggested that Company X reflect on the efficacy of its strategy in driving innovation, and ensure that leadership hones their ability to appropriately leverage off the diverse expertise prevalent in the organisation, doing so in a manner that promotes inclusivity.