Dynamic capabilities: A morphological analysis framework and agenda for future research
TL;DR: In this paper, the authors synthesize the diverse scholarly literature about dynamic capabilities (DCs) and develop a more integrated understanding to minimize the reported apparent vagueness, and apply morphological analysis (MA) to develop a multi-dimensional conceptual framework comprising five dimensions and 26 variants that enable a structured representation of the conceptual foundations of DCs.
Abstract: The growth, diversity and applications of research into dynamic capabilities (DCs) have resulted in the whole literature on DCs becoming a complex and disconnected body of knowledge. This has led to criticisms of the subject of DCs as being vague, tautological and without practical value. Hence, the purpose of this paper is to synthesize the diverse scholarly literature about DCs and develop a more integrated understanding to minimize the reported apparent vagueness.,In this paper, the authors review various relevant themes on DCs using a selection of 133 articles published in 22 recognized, top-tier management journals during the period between 1990 and 2016, with an aim to build a structured and integrated theory. For this, morphological analysis (MA), a systems-thinking technique, is applied.,MA is applied to develop a multi-dimensional conceptual framework comprising five dimensions and 26 variants that enable a structured representation of the conceptual foundations of DCs. Further, the authors identify 81 individual DCs noted by various scholars; elucidate assumptions and antecedents relevant to the DCs approach; structure the key characteristics; and expound the input factors, impacting factors, desired outcomes and assessment yardsticks.,This would be a useful resource for researchers working in the area of DCs to explore opportunities for future research.,The MA framework helps managers to look at DCs more holistically, and hence would help them in developing, managing and retaining DCs in organizations.,This study is the original work contributed by the authors and has no specific organizational reference. This research implies new directions to look beyond individual DCs in firms toward a more integrated theory building.
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01 Jan 2009
TL;DR: In this article, the authors empirically measure four dynamic capabilities and find that the nature and effect of resources employed in the development of these capabilities vary greatly, with positive effects stemming from access to particular resources and unexpected negative effects also appearing.
Abstract: Despite the numerous observations that dynamic capabilities lie at the source of competitive advantage, we still have limited knowledge as to how access to firm-based resources and changes to these affect the development of dynamic capabilities. In this paper, we examine founder human capital, access to employee human capital, access to technological expertise, access to other specific expertise, and access to two types of tangible resources in a sample of new firms in Sweden. We empirically measure four dynamic capabilities and find that the nature and effect of resources employed in the development of these capabilities vary greatly. For the most part, there are positive effects stemming from access to particular resources. However, for some resources, such as access to employee human capital and access to financial capital, unexpected negative effects also appear. This study therefore provides statistical evidence as to the varying role of resources in capability development. Importantly, we also find that changes in resource bases have more influential roles in the development of dynamic capabilities than the resource stock variables that were measured at an earlier stage of firm development. This provides empirical support for the notion of treating the firm as a dynamic flow of resources as opposed to a static stock. This finding also highlights the importance of longitudinal designs in studies of dynamic capability development. Further recommendations for future empirical studies of dynamic capabilities are presented.
303 citations
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TL;DR: It is argued that experience codification gives rise to inertial forces that hamper the customization of routines to any given acquisition, and that successful acquirers develop higher-order routines that prevent the generalization of inapplicable ('zero-order') codified routines.
Abstract: Building on the codification and dynamic capabilities literatures, we pursue deeper insight into the underlying mechanisms of deliberate learning in the context of postacquisition integration. We argue that experience codification gives rise to inertial forces that hamper the customization of routines to any given acquisition. We theorize, therefore, that successful acquirers develop higher-order routines-as manifested in two complementary sets of concrete organizational practices-that prevent the generalization of inapplicable ('zero-order') codified routines. After drawing on in-depth qualitative data to help build our theoretical argument, we test it formally with unique survey data on 85 active acquirers.
160 citations
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TL;DR: In this article, the authors extend the dynamic capability view and research on organizational path dependence by arguing that path dependence can be a property of capabilities when a contingently-triggered capability path is subject to self-reinforcement (i.e., a set of positive and negative mechanisms that increases the attractiveness of a path relative to others).
Abstract: This paper extends the dynamic capability view and research on organizational path dependence by arguing that path dependence can be a property of capabilities when a contingently-triggered capability path is subject to self-reinforcement (i.e. a set of positive and negative mechanisms that increases the attractiveness of a path relative to others). The paper introduces an evolutionary perspective, which specifies the underlying selection mechanisms of the property of path dependence in internal and external firm environments. This theorization sheds new light on three paradoxes that currently blur the theoretical contribution of path dependence to research at the managerial, organizational, and industry levels: (1) the problematic coexistence of path irreversibility and managerial intentionality; (2) the ambivalent strategic value of lock-in with regard to competitive advantage; and (3) the relative homogeneity in observed dynamic capabilities, despite their (possible) path dependence that should lead to a wider variety of outcomes owing to the presence of contingency. We highlight the contributions of this perspective to strategic management research and evolutionary theories.
138 citations
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TL;DR: In this article, the authors of the two seminal papers represent not only different but contradictory understandings of the construct's core elements, and they explore the reasons for this, using author cocitation analysis to inform their analysis.
Abstract: A critical issue has been absent from the conversation on dynamic capabilities: the two seminal papers represent not only different but contradictory understandings of the construct's core elements Here, we explore the reasons for this, using author cocitation analysis to inform our analysis Our findings suggest that the field is being socially constructed on the basis of two separate domains of knowledge and that underlying structural impediments have impeded dialog across the domains In light of this evidence, then, we take up the challenge to find a solution to this dilemma By employing a contingency-based approach, we show that there are ways to unify the field that rely, paradoxically, on integrating the two contradictory views, while still preserving the assumptions that led to their differences
94 citations
TL;DR: Wang et al. as mentioned in this paper examined the effects of green human resource practices and green innovation culture on firm green performance and found that green innovation which includes green product innovation culture and green process innovation culture enhances the firm's green performance.
67 citations
References
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TL;DR: In this article, the role of complementary know-how and other assets in the context of changing conditions in the U.S. petroleum industry during the 1970s and early 1980s was investigated.
Abstract: Dynamic capabilities enable firms to create new products and processes and respond to changing market conditions. This empirical investigation of dynamic R&D capabilities deals with the role of complementary know-how and other assets in the context of changing conditions in the U.S. petroleum industry during the 1970s and early 1980s. The analysis suggests that, in response to rising oil prices, firms with larger amounts of complementary technological knowledge and physical assets also undertook larger amounts of R&D on coal conversion (a synthetic fuels process). © 1997 by John Wiley & Sons, Ltd.
1,175 citations
TL;DR: This work identifies specific types of cognitive capabilities that are likely to underpin dynamic managerial capabilities for sensing, seizing, and reconfiguring, and explains their potential impact on strategic change of organizations.
Abstract: The microfoundations of dynamic capabilities have assumed greater importance in the search for factors that facilitate strategic change. Here, we focus on microfoundations at the level of the individual manager. We introduce the concept of “managerial cognitive capability,” which highlights the fact that capabilities involve the capacity to perform not only physical but also mental activities. We identify specific types of cognitive capabilities that are likely to underpin dynamic managerial capabilities for sensing, seizing, and reconfiguring, and explain their potential impact on strategic change of organizations. In addition, we discuss how heterogeneity of these cognitive capabilities may produce heterogeneity of dynamic managerial capabilities among top executives, which may contribute to differential performance of organizations under conditions of change. Finally, we propose possible directions for future research. Copyright © 2014 John Wiley & Sons, Ltd.
1,081 citations
TL;DR: The model provides the framework for a discussion of various influences on the aspiration level in the satisficing model, and hence on the nature of the capability that has been achieved when learning stops; how such ‘re‐ignition’ of learning may occur as a result of an organizational crisis, or of the institution of a quality management program.
Abstract: Whether an organization has a certain capability is often a matter of degree. Thus, in the context of initial learning of a capability, there is generally no clear-cut or automatic answer to the question of when an organization should be expected to cut back its learning efforts and affirm that the desired capability has been achieved. This paper offers a simple conceptual model for this question, based on the satisficing principle. More specifically, the question addressed is: ‘When does overt learning stop?’—where ‘overt’ learning is understood as being marked by observable allocation of attention and resources to the task of acquiring the capability. The model provides the framework for a discussion of various influences on the aspiration level in the satisficing model, and hence on the nature of the capability that has been achieved when learning stops.
Overt learning efforts may be resumed at some time later if external factors operate to lift aspiration levels relevant to the capability. The paper discusses how such ‘re-ignition’ of learning may occur as a result of an organizational crisis, or of the institution of a quality management program. Copyright © 2000 John Wiley & Sons, Ltd.
1,034 citations
06 Mar 2020
TL;DR: Se propone un plan de fortalecimiento that permitira el cierre de brechas actuales, mejorar el desempeno of las actividades de investigacion del DIEE y contribuir al cumplimientos del Plan Global de Desarrollo-2021, por medio of the formalizacion of the gestion of su conocimiente.
Abstract: El presente documento es el informe de investigacion sobre el Estudio de Fortalecimiento de los Procesos de Gestion del Conocimiento en los Grupos de Investigacion de los Departamentos de la Universidad Nacional de Colombia. Estudio de Caso: Departamento de Ingenieria Electrica y Electronica, tema propuesto para obtener el titulo de Magister en Administracion de la Universidad Nacional de Colombia. El desarrollo del trabajo de investigacion ha sido dirigido por el Ingeniero Andres Pavas, quien es profesor e investigador del Programa sobre Adquisicion y Analisis de Senales PAAS-UN.
Este trabajo de investigacion propone un instrumento de medicion para los procesos de gestion de conocimiento (GC) llevados a cabo por grupos de investigacion. El instrumento fue disenado teniendo en cuenta los referentes teoricos en el area de la GC, el modelo de medicion de los grupos de investigacion de Colciencias y los aspectos estrategicos institucionales de la Universidad Nacional. Asimismo, se propone un procedimiento para identificar el nivel de madurez del Departamento y entregar informacion pertinente para plantear acciones que conlleven a mejorar las actividades de investigacion de los grupos por medio de un plan de fortalecimiento.
La importancia del estudio radica en desarrollar una aproximacion practica en el area de la GC para el caso de grupos de investigacion presentes en Colombia. Los resultados hallados permiten determinar el nivel de madurez de los grupos de investigacion y del Departamento al que pertenecen. Finalmente se propone un plan de fortalecimiento que permitira el cierre de brechas actuales, mejorar el desempeno de las actividades de investigacion del DIEE y contribuir al cumplimiento del Plan Global de Desarrollo-2021, por medio de la formalizacion de la gestion de su conocimiento.
982 citations
TL;DR: The dynamic capabilities framework has had a significant impact on strategic management theory and practice, but the sizable literature on the topic has not always been unified as discussed by the authors, highlighting key elements that have been omitted or poorly integrated into the dynamic capabilities literature: the role of individual action by entrepreneurial managers, role of resources, strategy, and distinction between ordinary and dynamic capabilities.
Abstract: The dynamic capabilities framework has had a significant impact on strategic management theory and practice, but the sizable literature on the topic has not always been unified. This paper begins with a restatement of the framework encompassing clarifications and extensions that have occurred since it was introduced. The paper highlights key elements that have been omitted or poorly integrated into the dynamic capabilities literature: the role of individual action by entrepreneurial managers, the role of resources, strategy, and the distinction between ordinary and dynamic capabilities. Dynamic capabilities is advanced as a multidisciplinary framework to explain long-run enterprise performance. Ambidexterity and other related frameworks are tailored versions of dynamic capabilities. Linkages between (strategic) management theory and (Austrian) economic theory are explored. The concepts of x-inefficiency and d-ineffectiveness are compared.
962 citations