Dynamic capabilities and strategic management
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Citations
Product sequencing: co-evolution of knowledge, capabilities and products
Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture
Understanding the Elusive Black Box of Dynamic Capabilities
Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance
Using Mentoring and Storytelling to Transfer Knowledge in the Workplace
References
The competitive advantage of nations
An Evolutionary Theory of Economic Change
The Nature of the Firm
A Resource-Based View of the Firm
The Economic Institutions of Capitalism
Related Papers (5)
Frequently Asked Questions (7)
Q2. Why does the capabilities approach tend to steer managers toward creating new sources of value?
Because of imperfect factor markets, or more Unit of analysis and analytic focus precisely the nontradability of ‘soft’ assets like values, culture, and organizational experience, Because in the capabilities and the resources framework business opportunities flow from adistinctive competences and capabilities generally cannot be acquired; they must be built.
Q3. What is the role of benchmarking in facilitating the transfer of practice?
Szulanski also and structured, trial and error and learning-by-doing are necessary, whereas in mature environments where the underly-discusses the role of benchmarking in facilitating the transfer of best practice.
Q4. What is the likely approach to a strategic conflict?
The strategic conflict approach is likelycompanies tend to favor ‘strategic leaps’ while, in contrast, Japanese and German companies tend to be a little more permissive; acquisitions that raise rivals’ costs or enable firms to effectuateto favor incremental, but rapid, improvements.
Q5. What is the role of the local market in determining the competitiveness of firms?
Porter (1990), for example, shows that differencesReplication in local product markets, local factor markets, and institutions play an important role in shapingTo understand imitation, one must first understand replication.
Q6. What does the capabilities approach tell us?
Brittain and Freeman (1980) using population ecology methodologies argued that an organization is 62 Cantwell shows that the technological competence of firmsquick to expand when there is a significant overpersists over time, gradually evolving through firm-specific lap between its core capabilities and those needed learning.
Q7. What is the idea that the understanding of processes is so key to process improvement?
the notion that the understanding of processes, both in production and in management, is theLippman and Rumelt (1992) have argued that some sources of competitive advantage are so key to process improvement.