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What are dynamic capabilities and are they a useful construct in strategic management?
Author(s) -
Ambrosini Véronique,
Bowman Cliff
Publication year - 2009
Publication title -
international journal of management reviews
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.475
H-Index - 107
eISSN - 1468-2370
pISSN - 1460-8545
DOI - 10.1111/j.1468-2370.2008.00251.x
Subject(s) - dynamic capabilities , extant taxon , argument (complex analysis) , computer science , construct (python library) , contradiction , confusion , perspective (graphical) , process management , knowledge management , risk analysis (engineering) , business , epistemology , artificial intelligence , psychology , biochemistry , chemistry , philosophy , evolutionary biology , psychoanalysis , biology , programming language
The dynamic capability perspective extends the resource‐based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.