Journal ArticleDOI
Dynamic capabilities: A morphological analysis framework and agenda for future research
Reads0
Chats0
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
More filters
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.
Posted Content
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).
Posted Content
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
More filters
Journal ArticleDOI
Designing Organizations for Dynamic Capabilities
Teppo Felin,Thomas C. Powell +1 more
TL;DR: In this paper, the authors focus on the power of organizational design, showing how managers can harness new organizational forms to build a capacity for sensing, shaping and seizing opportunities in dynamic environments.
Journal ArticleDOI
A morphological analysis of research literature on Lean Six Sigma for services
TL;DR: The MA framework of the existing literature on LSS for services presents a unique, systematic effort to identify research opportunities and could be valuable to researchers and practitioners in enabling them to systematically review the literature on research subjects of interest to them.
Journal ArticleDOI
The Impact of Dynamic Capabilities on Resource Access and Development
TL;DR: The effects of dynamic capabilities are larger for activities directed toward initially accessing resources than those directed toward further developing them, which is consistent with the potential for firms to rely on knowledge gained through resource access activity when conducting subsequent activity to further develop resources.
Journal ArticleDOI
An interview with Michael Porter
TL;DR: Porter is a leading authority on competitive strategy and the competitiveness and economic development of nations, states, and regions, and has been awarded honorary doctorates by eight universities around the world as mentioned in this paper.
Journal ArticleDOI
The elephant in the room of Dynamic Capabilities: Bringing two diverging conversations together
TL;DR: A critical issue has been absent from the conversation on dynamic capabilities: the two seminal papers represent not only diverging but seemingly incompatible understandings of the framework.