Journal ArticleDOI
Dynamic capabilities: A morphological analysis framework and agenda for future research
TLDR
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.read more
Citations
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From resource base to dynamic capabilities : an investigation of new firms
Alexander McKelvie,Per Davidsson +1 more
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.
Posted Content
Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration
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.
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The Path of Most Persistence: An Evolutionary Perspective on Path Dependence and Dynamic Capabilities
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).
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The elephant in the room of dynamic capabilities: Bringing two diverging conversations together
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.
Journal ArticleDOI
Enhancing the FIRM’S green performance through green HRM: The moderating role of green innovation culture
Paul Kivinda Muisyo,Su Qin +1 more
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.
References
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Journal ArticleDOI
All experience is not created equal: learning, adapting, and focusing in product portfolio management
TL;DR: In this article, the authors explore the contingencies relating firm experience to product development capabilities, focusing on experience type (breadth versus depth) and timing (prior versus concurrent), and find that firms increase proficiency at adapting their processes to address new opportunities as they accumulate experience in entering new niches, but face initial hurdles broadening their experience base.
Journal ArticleDOI
Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration
TL;DR: In this paper, the underlying mechanisms of deliberate learning in the context of post-acquisition integration are explored, based on the codification and dynamic capabilities literatures, and deeper insight into the underlying mechanism of learning is provided.
Journal ArticleDOI
Understanding new‐to‐market product development in SMEs
TL;DR: In this article, the authors aim to understand how SMEs can build a dynamic capability for new-to-market product development by systematising learning between projects and thereby reconfiguring their development processes to meet the changing needs of the market.
Journal ArticleDOI
The Path of Most Persistence: An Evolutionary Perspective on Path Dependence and Dynamic Capabilities:
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).
Journal ArticleDOI
Managerial processes: business process that sustain performance
Umit Bititci,Fran Ackermann,Aylin Ates,John Davies,Patrizia Garengo,Stephen Gibb,Jillian MacBryde,David Mackay,Catherine Maguire,Robert Van Der Meer,Farhad Shafti,Mike Bourne,Seniye Firat +12 more
TL;DR: In this article, it is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time, and it is these processes that influence organisational performance.