Showing papers on "Dynamic capabilities published in 2000"

Dynamic capabilities, what are they?

Abstract: This paper focuses on dynamic capabilities and, more generally, the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. They are neither vague nor tautological. Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant commonalities across firms (popularly termed ‘best practice’). This suggests that they are more homogeneous, fungible, equifinal, and substitutable than is usually assumed. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines. They are detailed, analytic, stable processes with predictable outcomes. In contrast, in high-velocity markets, they are simple, highly experiential and fragile processes with unpredictable outcomes. Finally, well-known learning mechanisms guide the evolution of dynamic capabilities. In moderately dynamic markets, the evolutionary emphasis is on variation. In high-velocity markets, it is on selection. At the level of RBV, we conclude that traditional RBV misidentifies the locus of long-term competitive advantage in dynamic markets, overemphasizes the strategic logic of leverage, and reaches a boundary condition in high-velocity markets. Copyright © 2000 John Wiley & Sons, Ltd.

Guest editor's introduction to the special issue: the evolution of firm capabilities

Abstract: This special issue deals with the question of how it is that, over time, some firms manage to become successful using their capabilities, while other firms do not. The articles examine the ways in which firm capabilities emerge, develop, and change over time, and the resulting effects on firm performance. Conceptual models and analyses based on empirical research deal with market entry and the evolution of firm capabilities, adaptation and change in capabilities, and heterogeneity of firm capabilities over time. Within these broad themes, specific topics include the role of: pre-entry experience and initial conditions, aspirations and learning, dynamic capabilities, technological change, products and markets, mergers and acquisitions, and managerial cognition. Copyright © 2000 John Wiley & Sons, Ltd.

Dynamic Capabilities: What are They?

Abstract: Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm. Dynamic capabilities are considered to be the "organizational and strategic routines by which firms achieve new resource configurations." Dynamic capabilities are identifiable and specific routines that can serve different purposes, including integrating resources, reconfiguring resources within firms, and guiding the gain and release of resources. Various examples such as the product development process and alliancing, are discussed. Commonalities related to effective dynamic capabilities can be seen across firms though this does not mean that these capabilities are exactly alike. The dynamism of the market can impact the sustainability of the dynamic capabilities and the causal ambiguity of these capabilities. Moderately dynamic markets see robust, grooved routine, while high velocity markets experience simple rules and real-knowledge creation. The evolution of these dynamic capabilities within a firm are unique but the firm's individual path is shaped by well-known learning mechanisms. Competitive advantage does not lie in the dynamic capabilities themselves but rather in the resource configurations that managers build using these dynamic capabilities. (SRD)

The International Biotechnology Industry: A Dynamic Capabilities Perspective

Abstract: This paper extends our understanding of the diffusion of technology across firms and nations. The dynamic capabilities perspective in its micro and macro version provides the theoretical framework for an explanation of the international organization of the biotechnology industry. We address two interrelated aspects of the phenomenon of international diffusion: organizational form and geographical flows. An examination of the empirical profile lends support to the dynamic capabilities argument.

Justification in Knowledge Creation: Dominant Logic in Management Discourses

Abstract: Current scientific debates as well as management discussions are characterized by an important shift of attention towards knowledge issues as a major source of corporate success. A decade ago, one seldom heard knowledge-orientated terms like ‘implicit knowledge’, ‘dynamic capabilities’ and ‘organizational competences’, ‘intangible assets’ and ‘organizational learning’. Today, a discussion on almost any topic eventually turns into a knowledge issue (Spender and Grant, 1996).

Strategy, dynamic capabilities and complex science: management rhetoric vs. reality

Abstract: The dynamic capabilities approach (DCA) has dominated strategic analysis in the 1990s. It can offer a compelling explanation of competition, relative corporate performance and strategic decision-making. The strengths of DCA are essentially in its use for historical explanation and its use in strategy formation is limited and possibly erroneous. There is still a need for a theory of strategy that will offer better application and guidance for practitioners. Analogies are drawn from the new science of complexity for identifying and shaping strategic decisions. Copyright © 2000 John Wiley & Sons, Ltd

Building dynamic capabilities: The wall street journal interactive edition: A successful online subscription model (1993–2000)

Abstract: Dowjmes strives to publish the world's most vital business and financial news and information. In doing so, Dow]ones looks to leverage core competencies and traditional strengths in business content, and our expertise in what we call the \"chemistry of publishing\". Dow Jones does this, as it has for more than 100 years, in both print and electronic forms. And we increasingly do so, as we have for more than 20 years, not just here in the United States, but also around the world. In executing this strategy, we are focused on our two leading franchises, or brands, the Wall Street Journal and Dow Jones. Kann, P.R. (Chairman & CEO, Dow Jones), \"The Challenges of Global Publishing,\" The British-American Chamber of Commerce, London, Dow Jones & Co., September 9,1998.

Aligning innovation for dynamic capabilities and sustainable growth in South African manufacturing

Abstract: It is widely agreed that technological learning and innovation are essential features of successful economic development. Yet achieving commercial success through technological innovation is notoriously difficult. Sophisticated entrepreneurial, managerial and organisational capabilities are at least as important as technical capabilities for achieving and sustaining this. Policy decisions around innovation expenditure should emphasise commercial not technical success. Expenditure should not only assist the development of new technologies, products and processes but also consider the development of managerial capabilities for penetrating large, difficult-toenter overseas markets. This is a particular challenge in the manufacturing sector where innovation has traditionally been inwardly focused. Overcoming this is extremely important as this sector holds the key to broad-based job creation.

Competitive Advantage, Online Brokerage and IT: Evidence from Italian and German Companies

Abstract: Retail banking is rapidly driven by the use of innovative technologies. This is especially true for direct brokers that rely on the fast execution of stock market transactions via electronic distribution channels. Based on the framework of the resource based view we evaluate the contribution of front-end applications, middleware systems and back-end technologies to competitive advantage of direct brokers. Consistent with literature reviewed concerning IT as source of competitive advantage and IT-related competitive advantage in banking we find little potential for sustainable competitive advantage, even in the IT driven industry of direct brokerage. Given the present state of technologies employed, back-end systems reveal the highest potential for competitive advantage. We doubt, though, that it is of a sustainable nature. The findings presented rest on a case evaluation of the German and Italian brokers. This research in progress provides the formulation of hypotheses that are the basis for a more detailed research incorporating the more mature American direct brokers and investigating dynamic capabilities for continuous IT innovation, that might be source of sustainable competitive advantage.