The notion of dynamic capabilities complements the premise of the resource-based view of the firm, and has injected new vigour into empirical research in the last decade Nonetheless, several issues surrounding its conceptualization remain ambivalent In light of empirical advancement, this paper aims to clarify the concept of dynamic capabilities, and then identify three component factors which reflect the common features of dynamic capabilities across firms and which may be adopted and further developed into a measurement construct in future research Further, a research model is developed encompassing antecedents and consequences of dynamic capabilities in an integrated framework Suggestions for future research and managerial implications are also discussed

https://repository.royalholloway.ac.uk/items/591eb589-5df7-45b1-89e0-6ed34222d85d/1/Wang%20C%20IJMR%20final.pdf

Dynamic capabilities: A review and research agenda

The increasing adoption of more open approaches to innovation fits uneasily with current theories of business strategy Traditional business strategy has guided firms to develop defensible positions against the forces of competition and power in the value chain, implying the importance of constructing barriers rather than promoting value creation through openness Recently, however, firms and even whole industries, such as the software industry, are experimenting with novel business models based on harnessing collective creativity through open innovation The apparent success of some of these experiments challenges prevailing views of strategy At the same time, many of these experimenters now are grappling with issues related to value capture and sustainability of their business models, as well as issues of corporate influence and the potential co-option of open initiatives These issues bring us back to traditional business strategy, which can offer important insights To make strategic sense of innovation communities, ecosystems, networks, and their implications for competitive advantage, a new approach to strategy—open strategy—is needed Open strategy balances the tenets of traditional business strategy with the promise of open innovation

/pdf/open-innovation-and-strategy-dqn018y1oo.pdf

Open Innovation and Strategy

Business Models: Origin, Development and Future Research Perspectives

https://cyberleninka.org/article/n/1370639.pdf

Policy mixes for sustainability transitions: An extended concept and framework for analysis

Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning-performance relationship in small firms

The Concept of Corporate Strategy. Por Kenneth R. Andrews. Homewood, III.: R. D. Irwin, 1980 Revised Ed. xi, 180 p.; 24 cm. Incluye referencias e indice. ISBN 0-256-02371-9.

The Concept of Corporate Strategy

La literatura en direccion de empresas durante los ultimos 20 anos ha analizado diferentes aspectos de la perdurabilidad empresarial, sobre todo lo relacionado con el papel del lider, la asociacion con la rentabilidad, y los efectos que genera en el tejido empresarial. Sin embargo, aun existen muchos aspectos en los cuales se debe profundizar. El primero de ellos es dar solucion a la diversidad terminologica existente. Al no tener un consenso sobre el concepto, se utilizan de manera indiscriminada terminos como longevidad, sostenibilidad, exito, supervivencia, duracion, etc., los cuales en lugar de aclarar, generan confusion. Por otro lado, tampoco hay evidencia suficiente para sugerir alternativas que permitan a las empresas lograr ser perdurables. El articulo que se presenta se fundamenta en una revision exhaustiva del concepto de perdurabilidad empresarial, y hace una relacion de los principales hallazgos encontrados en la literatura sobre las condiciones que pueden facilitar la perdurabilidad empresarial. Con ello se pretende de avanzar en el estudio de la relacion entre la perdurabilidad, el comportamiento estrategico de las empresas y desempeno financiero.

https://dialnet.unirioja.es/descarga/articulo/5006534.pdf

Perdurabilidad empresarial: concepto, estudios, hallazgos

It will find in the article a review of the oldest companies of the world and some of oldest of Colombia and Latin America, its country of origin, the main products or services that offer and the competitive advantages that have to them I allow to last but of 1000 years. These companies have become points of comparison and admiration by the other competitors, to the point of being envied. Other words they have become true enterprise myths to the interior of his industrial sectors. So that to consider them a myth? ; Which is the implication to use that term. The answers are developed in the document. Many of them are familiar companies and from the financial point of view their utilities have allowed them to survive but not to excel, nevertheless the single fact to have a history of many generations does them worthy to be studied and to assign them in the enterprise Myth category.

¿Empresas o mitos? Elementos comunes de las empresas más antiguas del mundo. La importancia de la desmitificación * Company or myths? Common elements of the oldest companies in the world. The importance of demystification

https://dialnet.unirioja.es/descarga/articulo/2946853.pdf

¿Empresas o mitos? Elementos comunes de las empresas más antiguas del mundo La importancia de la desmitificación.

The study of the turbulence environments has been an area of research for the organizational studies since the middle of the twentieth century. However, there is no consensus about aspects such as concepts, consequences, and the manner to face this phenomenon. This paper presents three parts which included as a first stage a literature review about turbulence was made (concept, causes, measurement and proposals in order to face it); as a second stage a literature review about strategic change;finally the conclusion.

Hugo Alberto

Papers

The Concept of Corporate Strategy

Perdurabilidad empresarial: concepto, estudios, hallazgos

¿Empresas o mitos? Elementos comunes de las empresas más antiguas del mundo. La importancia de la desmitificación * Company or myths? Common elements of the oldest companies in the world. The importance of demystification

¿Empresas o mitos? Elementos comunes de las empresas más antiguas del mundo La importancia de la desmitificación.

Strategic Change for Turbulent Environments (In Spanish)