Jeffrey A. Martin

TL;DR: Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm to help managers build using these dynamic capabilities.

TL;DR: The dynamic managerial capabilities literature has developed over the past decade to the point where a review and synthesis of relevant literature can move the scholarly conversation forward The concept of dynamic manager capabilities, the capabilities with which managers create, extend, and modify the ways in which firms make a living, helps explain the relationship between the quality of managerial decisions, strategic change, and organizational performance.

TL;DR: Graebner et al. as mentioned in this paper argue that these assumptions about the roles of qualitative data are excessively narrow and have led to several unfortunate consequences, such as the assumption that qualitative data should only be used in areas of nascent theory.

TL;DR: In this article, the authors argue that cross-business unit collaboration is central to large firms' value creation, yet empirical support for the prevailing view that a corporate process best fosters such collaboration has been unconvinced.

TL;DR: In this paper, the authors present a better understanding of dynamic capabilities and the resource-based view of the firm, which is considered to be the "organizational and strategic routines by which firms achieve new resource configurations." Dynamic capabilities are identifiable and specific routines that can serve different purposes.