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Anders Paarup Nielsen - One of the best experts on this subject based on the ideXlab platform.
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understanding Dynamic Capabilities through knowledge management
Journal of Knowledge Management, 2006Co-Authors: Anders Paarup NielsenAbstract:Purpose – This paper sets out to integrate research on knowledge management with the Dynamic Capabilities approach. This paper will add to the understanding of Dynamic Capabilities by demonstrating that Dynamic Capabilities can be seen as composed of concrete and well‐known knowledge management activities.Design/methodology/approach – This paper is based on a literature review focusing on key knowledge management processes and activities as well as the concept of Dynamic Capabilities, the paper connects these two approaches. The analysis is centered on knowledge management activities which then are compiled into Dynamic Capabilities.Findings – In the paper eight knowledge management activities are identified; knowledge creation, acquisition, capture, assembly, sharing, integration, leverage, and exploitation. These activities are assembled into the three Dynamic Capabilities of knowledge development, knowledge (re)combination, and knowledge use. The Dynamic Capabilities and the associated knowledge manage...
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Understanding Dynamic Capabilities through knowledge management
Journal of Knowledge Management, 2006Co-Authors: Anders Paarup NielsenAbstract:Purpose – This paper sets out to integrate research on knowledge management with the Dynamic Capabilities approach. This paper will add to the understanding of Dynamic Capabilities by demonstrating that Dynamic Capabilities can be seen as composed of concrete and well-known knowledge management activities. Design/methodology/approach – This paper is based on a literature review focusing on key knowledge management processes and activities as well as the concept of Dynamic Capabilities, the paper connects these two approaches. The analysis is centered on knowledge management activities which then are compiled into Dynamic Capabilities. Findings – In the paper eight knowledge management activities are identified; knowledge creation, acquisition, capture, assembly, sharing, integration, leverage, and exploitation. These activities are assembled into the three Dynamic Capabilities of knowledge development, knowledge (re)combination, and knowledge use. The Dynamic Capabilities and the associated knowledge management activities create flows to and from the firm’s stock of knowledge and they support the creation and use of organizational Capabilities. Practical implications – The findings in the paper demonstrate that the somewhat elusive concept of Dynamic Capabilities can be untangled through the use of knowledge management activities. Practicing managers struggling with the operationalization of Dynamic Capabilities should instead focus on the contributing knowledge management activities in order to operationalize and utilize the concept of Dynamic Capabilities. Originality/value – The paper demonstrates that the existing research on knowledge management can be a key contributor to increasing our understanding of Dynamic Capabilities. This finding is valuable for both researchers and practitioners.
David J. Teece - One of the best experts on this subject based on the ideXlab platform.
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Dynamic Capabilities as workable management systems theory
Journal of Management & Organization, 2018Co-Authors: David J. TeeceAbstract:In management studies, systems theory is an underexplored construct consistent with the Dynamic Capabilities framework. The systems approach received attention from management scholars in the middle of the last century, but, since then, has been largely abandoned. Meanwhile, academic disciplines have continued to narrow their focus. The Capabilities and systems frameworks both adopt a holistic view that calls for all elements of an organization to be in alignment, and both recognize the importance of some form of learning for the purpose of adaptation. Dynamic Capabilities go further by recognizing that organizations not only adapt to the business environment, they often try to shape it, too. While systems theory emphasizes internal stability over time and homogeneity across similar systems, Dynamic Capabilities include an explicit role for management/leadership that allows systemic change to start from within, which is the source of heterogeneity across firms. Dynamic Capabilities are part of a system that includes resources and strategy. Together they determine the degree of competitive advantage an individual enterprise can gain over its rivals.
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Dynamic Capabilities and the Multinational Enterprise
Globalization, 2017Co-Authors: David J. TeeceAbstract:Contemporary theories of the MNE have made limited progress in explaining interfirm heterogeneity. A fuller explanation should account for the uncertainties that firms face about market demand and about the costs of competing organizational alternatives. One approach is to allow a role for entrepreneurial managers who assess uncertainties on an ongoing basis and make non-routine decisions that create unique paths for the organizations they lead. This paper presents the Dynamic Capabilities framework, a multidisciplinary approach to analyzing the characteristics of individual firms and the sources of firm-level competitive advantage. Dynamic Capabilities encompass the non-routine actions of entrepreneurial managers and the creative output of a firm’s expert talent. These Capabilities are also embedded in “signature” organizational routines and processes rooted in an organization’s unique history. A Dynamic Capabilities approach supports a richer understanding of the distinctive characteristics of MNEs. A case study is presented that shows how the exploration division of a large multinational oil firm introduced capability awareness into the management of its global staff of geophysicists.
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Business models and Dynamic Capabilities
Long Range Planning, 2017Co-Authors: David J. TeeceAbstract:Business models, Dynamic Capabilities, and strategy are interdependent. The strength of a firm's Dynamic Capabilities help shape its proficiency at business model design. Through its effect on organization design, a business model influences the firm's Dynamic Capabilities and places bounds on the feasibility of particular strategies. While these relationships are understood at a theoretical level, there is a need for future empirical work to flesh out the details. In particular, studies that provide a better understanding of business model innovation, implementation, and change will also shed light on important aspects of Dynamic Capabilities.
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the Dynamic Capabilities of firms
2003Co-Authors: David J. Teece, Gary PisanoAbstract:An expanded paradigm is needed to explain how competitive advantage is gained and held. Firms resorting to ‘resource-based strategy’ attempt to accumulate valuable technology assets and employ an aggressive intellectual property stance. However, winners in the global marketplace have been frms demonstrating timely responsiveness and rapid and flexible product innovation, along with the management capability to effectively coordinate and redeploy internal and external competences. This source of competitive advantage, ‘Dynamic Capabilities’, emphasizes two aspects. First, it refers to the shifting character of the environment; second, it emphasizes the key role of strategic management in appropriately adapting, integrating, and re-configuring internal and external organizational skills, resources, and functional competences toward a changing environment. Only recently have researchers begun to focus on the specifics of developing firm-specific Capabilities and the manner in which competences are renewed to respond to shifts in the business environment. The Dynamic Capabilities approach provides a coherent framework to integrate existing conceptual and empirical knowledge, and facilitate prescription. This chapter argues that the competitive advantage of firms stems from Dynamic Capabilities rooted in high performance routines operating inside the frm, embedded in the firm’s processes, and conditioned by its history. It offers Dynamic Capabilities as an emerging paradigm of the modern business firm that draws on multiple disciplines and advances, with the help of industry studies in the USA and elsewhere.
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Dynamic Capabilities & strategic management
Strategic Management Journal, 1997Co-Authors: David J. Teece, Gary Pisano, Amy ShuenAbstract:Teece, D.J., Pisano, G. and Shuen, A. (1997) Dynamic Capabilities & strategic management. Strategic Management Journal, 18(7): 509-533.
Per Davidsson - One of the best experts on this subject based on the ideXlab platform.
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entrepreneurship and Dynamic Capabilities a review model and research agenda
Journal of Management Studies, 2006Co-Authors: Shaker A Zahra, Harry J Sapienza, Per DavidssonAbstract:The emergent literature on Dynamic Capabilities and their role in value creation is riddled with inconsistencies, overlapping definitions, and outright contradictions. Yet, the theoretical and practical importance of developing and applying Dynamic Capabilities to sustain a firm's competitive advantage in complex and volatile external environments has catapulted this issue to the forefront of the research agendas of many scholars. In this paper, we offer a definition of Dynamic Capabilities, separating them from substantive Capabilities as well as from their antecedents and consequences. We also present a set of propositions that outline (1) how substantive Capabilities and Dynamic Capabilities are related to one another, (2) how this relationship is moderated by organizational knowledge and skills, (3) how organizational age affects the speed of utilization of Dynamic Capabilities and the learning mode used in organizational change, and (4) how organizational knowledge and market dynamism affect the likely value of Dynamic Capabilities. Our discussion and model help to delineate key differences in the Dynamic Capabilities that new ventures and established companies have, revealing a key source of strategic heterogeneity between these firms. Copyright Blackwell Publishing Ltd 2006.
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Entrepreneurship and Dynamic Capabilities: A review, model and research agenda
Journal of Management Studies, 2006Co-Authors: Shaker A Zahra, Harry J Sapienza, Per DavidssonAbstract:The emergent literature on Dynamic Capabilities and their role in value creation is riddled with inconsistencies, overlapping definitions, and outright contradictions. Yet, the theoretical and practical importance of developing and applying Dynamic Capabilities to sustain a firm`s competitive advantage in complex and volatile external environments has catapulted this issue to the forefront of the research agendas of many scholars. In this paper, we offer a definition of Dynamic Capabilities, separating them from substantive Capabilities as well as from their antecedents and consequences. We also present a set of propositions that outline (1) how substantive Capabilities and Dynamic Capabilities are related to one another, (2) how this relationship is moderated by organizational knowledge and skills, (3) how organizational age affects the speed of utilization of Dynamic Capabilities and the learning mode used in organizational change, and (4) how organizational knowledge and market dynamism affect the likely value of Dynamic Capabilities. Our discussion and model help to delineate key differences in the Dynamic Capabilities that new ventures and established companies have, revealing a key source of strategic heterogeneity between these firms.
Erik Sandberg - One of the best experts on this subject based on the ideXlab platform.
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A Dynamic Capabilities approach to service infusion in manufacturing
2020Co-Authors: Daniel Kindstrom, Christian Kowalkowski, Erik SandbergAbstract:This paper explores key Dynamic Capabilities needed for industrial firms to become more service oriented, i.e. to increase the service content in the offerings. Applying a Dynamic Capabilities fram ...
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enabling service innovation a Dynamic Capabilities approach
Journal of Business Research, 2013Co-Authors: Daniel Kindstrom, Christian Kowalkowski, Erik SandbergAbstract:The point of departure for this article is the need for product-centric firms to compete in the market by adding services to their portfolio, which requires a greater focus on service innovation if they are to remain competitive. A major challenge associated with the shift from product-centeredness to a product-and-service orientation is the management of the essential Dynamic Capabilities of sensing, seizing, and reconfiguring needed for service innovation. The research study reported identifies key microfoundations forming the basis of successful realignment of a firm's Dynamic Capabilities so as to achieve a better fit with service innovation activities. Eight qualitative case studies of product-centric firms form the basis of the study. The findings make three primary contributions to the body of knowledge. First, they extend the existing literature on Dynamic Capabilities by specifically discussing microfoundations related to service innovation. Second, the study extends existing work on service innovation into the manufacturing industries by identifying the key microfoundations in that context. Third, the research provides empirical evidence of Dynamic Capabilities in practice, especially in product-centric settings in which the service context is novel.
Christian Kowalkowski - One of the best experts on this subject based on the ideXlab platform.
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A Dynamic Capabilities approach to service infusion in manufacturing
2020Co-Authors: Daniel Kindstrom, Christian Kowalkowski, Erik SandbergAbstract:This paper explores key Dynamic Capabilities needed for industrial firms to become more service oriented, i.e. to increase the service content in the offerings. Applying a Dynamic Capabilities fram ...
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enabling service innovation a Dynamic Capabilities approach
Journal of Business Research, 2013Co-Authors: Daniel Kindstrom, Christian Kowalkowski, Erik SandbergAbstract:The point of departure for this article is the need for product-centric firms to compete in the market by adding services to their portfolio, which requires a greater focus on service innovation if they are to remain competitive. A major challenge associated with the shift from product-centeredness to a product-and-service orientation is the management of the essential Dynamic Capabilities of sensing, seizing, and reconfiguring needed for service innovation. The research study reported identifies key microfoundations forming the basis of successful realignment of a firm's Dynamic Capabilities so as to achieve a better fit with service innovation activities. Eight qualitative case studies of product-centric firms form the basis of the study. The findings make three primary contributions to the body of knowledge. First, they extend the existing literature on Dynamic Capabilities by specifically discussing microfoundations related to service innovation. Second, the study extends existing work on service innovation into the manufacturing industries by identifying the key microfoundations in that context. Third, the research provides empirical evidence of Dynamic Capabilities in practice, especially in product-centric settings in which the service context is novel.
