By Constance E. Helfat, Sydney Finkelstein, Will Mitchell, Margaret Peteraf, Harbir Singh, David Teece, Sidney G. Winter

Growing, adapting to, and exploiting switch is inherently entrepreneurial. to outlive and prosper less than stipulations of swap, companies needs to advance the “dynamic features” to create, expand, and regulate the ways that they function. The potential of a firm to create, expand, or alter its source base is key. because the inspiration of dynamic features was once first brought, a lot learn has elaborated the preliminary inspiration. this significant publication by way of Constance Helfat and her workforce of prime students offers a well timed specialise in in-depth examples of company dynamic functions. interpreting those within the varied contexts of alliances, acquisitions, and administration, the publication supplies scholars and researchers a succinct, updated definition of dynamic features and the strategic administration theories round them.

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Extra resources for Dynamic Capabilities: Understanding Strategic Change in Organizations

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The “how” and “what” questions that distinguish the areas of strategy process from strategy content are intimately related (Schendel, 1992a). As two parts of a whole picture, their complementarity is clear. In this respect, bringing a process perspective to bear on the “how” questions related to dynamic capabilities can help build a more complete picture. The need for a process approach to dynamic capabilities, however, extends beyond this. Research on dynamic capabilities fundamentally concerns how organizations emerge, develop, grow, change, decline, and rejuvenate over time.

Bower’s (1970) model of the resource allocation process can inform study of the capacity to formulate a response to an opportunity. Likewise, Poole, Van de Ven, Dooley and Holmes’ (2000) models of change processes can inform the study of the capacity to implement a course of action. None of these examples of process research directly addresses dynamic capabilities. However, the models and insights can be applied to studying the processes underlying dynamic capabilities and, in turn, can enhance our understanding of those dynamic capabilities.

Khanna, Gulati, and Nohria (1998) provide an example of this that relates to dynamic capabilities, concerning allocating resources to learning within an alliance. In their example, the “what” questions could not be addressed adequately without considering the costs and benefits of different routes to the desired end. Given the concern of the dynamic capabilities literature with evolutionary paths, routines, and learning, it would seem as if there is already a process focus. There is a difference, however, between an understanding of process through the lenses of the content side and an understanding more firmly rooted in the traditions of process-oriented research.

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