A Big Picture of Dynamic Capabilities

Abstract

This paper discusses Dynamic Capabilities (DC) models presented in some earlier previous studies. The author shows that there are many fundamental and good thoughts that need to be organized and clearly specified in a full and comprehensive framework. The paper contributes by introducing a new framework for DC using an updated set of components. Also this paper provides another model that reflects DC from higher level perspective, whereas other issues such as strategic alignment and leadership are clearly included. The paper also contributes by provision of the whole understandable process of how DC can be formed.

The Impact of Organization’s Dynamic Capabilities on Information Systems Project’s Success in the Jordanian Telecommunication Sector

“…The alternative sub-hypothesis of H 0 1-1 has been confirmed in this research with a fair significant impact of knowledge absorbing on IS project success in telecommunication industry in Jordan. This finding is consistent with the proposed foundations of DC in theoretical studies considering Knowledge Absorbing as part of DC (Augier & Teece, 2009;Davies & Brady, 2016a;Eisenhardt & Martin, 2000;Yassien, 2015). It's also consistent with the findings of theoretical and practical studies of D'Souza & Kulkarni (2015) and Biedenbach & Müller (2012) that prove using interviews and online survey which Absorb knowledge contributes to performance outcome in general.…”

“…First hypothesis according to this research is not accepted and the alternative hypothesis has been accepted with a fair significant impact for DC on IS project success in telecommunication industry in Jordan. This finding goes in line with the proposed foundations of DC in theoretical studies, whereas the direct impact of DC on organizational performance and sustainable competitive advantage had been discussed earlier theoretically by many authors (Augier & Teece, 2009;Eisenhardt & Martin, 2000;Yassien, 2015), but practically slightly discussed (Chang, 2012;Leonidou, Leonidou, Fotiadis, & Aykol, 2015;Lin, Su, & Higgins, 2016) Moreover, a direct impact for DC on IS project success, upon to the researcher knowledge, has never been discussed neither practically nor theoretically, which considered a major contribution.…”

“…The researcher agrees with Davies & Brady (2000;2015) that DC impacts organizational (operational) capabilities to manage projects and also agrees that PC is operational and thus DC impacts the operational PC.…”

“… Sensing Teece (2014), identifies sensing as gaining knowledge about the external and internal environment and making decisions about the strategic direction, the researcher believes that it is not sensing, but rather gaining knowledge which refers to the first dimension. Yassien (2015) defines sensing as the faculty/capability by which the organization perceives an external or internal stimulus and translates it to opportunities or to face a threat.…”

Dynamic capabilities and environmental sustainability for emerging economies’ multinational enterprises

“…Micro-level DC are analyzed here at both the individual and the organization levels, which is an extension of the RBV theory. The issue with looking at micro-level DC in isolation is that it does not offer an explanation as to why certain organizations sustain a competitive advantage in dynamic environments and others do not, even when they possess similar resources (Yassien and Jordan 2015). Thus, there is a need to address both micro and macro-level DC simultaneously to understand how they interrelate to achieve environmental sustainability.…”