Deliberate Learning and the Evolution of Dynamic Capabilities
Maurizio Zollo,Sidney G. Winter +1 more
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The argument is made that dynamic capabilities are shaped by the coevolution of these learning mechanisms, and the relative effectiveness of these capability-building mechanisms is analyzed here as contingent upon selected features of the task to be learned, such as its frequency, homogeneity, and degree of causal ambiguity.Abstract:
This paper investigates the mechanisms through which organizations develop dynamic capabilities, defined as routinized activities directed to the development and adaptation of operating routines. It addresses the role of (1) experience accumulation, (2) knowledge articulation, and (3) knowledge codifi- cation processes in the evolution of dynamic, as well as operational, routines. The argument is made that dynamic capabilities are shaped by the coevolution of these learning mechanisms. At any point in time, firms adopt a mix of learning behaviors constituted by a semiautomatic accumulation of experience and by deliberate investments in knowledge articulation and codification activities. The relative effectiveness of these capability-building mechanisms is analyzed here as contingent upon selected features of the task to be learned, such as its frequency, homogeneity, and degree of causal ambiguity. Testable hypotheses about these effects are derived. Somewhat counterintuitive implications of the analysis include the relatively superior effectiveness of highly deliberate learning processes such as knowledge codification at lower levels of frequency and homogeneity of the organizational task, in contrast with common managerial practice.read more
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Journal ArticleDOI
Understanding dynamic capabilities
TL;DR: In this paper, the strategic substance of capabilities involves patterning of activity, and that costly investments are typically required to create and sustain such patterning, for example, in product development, and whether higher-order capabilities are created or not depends on the costs and benefits of the investments relative to ad hoc problem solving.
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The Dynamic Resource-Based View: Capability Lifecycles
TL;DR: The capability lifecycle provides a structure for a more comprehensive approach to dynamic resource-based theory and incorporates the founding, development, and maturity of capabilities in a manner that helps to explain the sources of heterogeneity in organizational capabilities.
Journal ArticleDOI
The dynamic resource-based view: capability lifecycles
TL;DR: The capability lifecycle (CLC) as mentioned in this paper provides a structure for a more comprehensive approach to dynamic resource-based theory, incorporating the founding, development, and maturity of capabilities in a manner that helps to explain the sources of heterogeneity in organizational capabilities.
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Contemporary Strategy Analysis
TL;DR: In this paper, the authors present a framework for analyzing strategies in the context of a large-scale industrial setting, based on the concepts of value maximization and profit maximization.
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Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda
TL;DR: In this paper, a definition of dynamic capabilities, separating them from substantive capabilities as well as from their antecedents and consequences, is proposed, and a set of propositions that outline how substantive capabilities and dynamic capabilities are related to one another, how this relationship is moderated by organizational knowledge and skills, and how organizational age affects the speed of utilization of dynamic capability and the learning mode used in organizational change.
References
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