Dynamic capabilities: towards an organizing framework

Abstract

Purpose The purpose of this paper is to stimulate, shape and extend current discourse on the relevance of dynamic capabilities on firm competitiveness. Design/methodology/approach The authors delineate current debates on dynamic capabilities and synthesize them to develop some propositions and a heuristic framework to guide future research on dynamic capabilities as a strategic management construct. Findings The theoretical and methodological complexities involved in mapping the routines and processes’ underpinning dynamic capabilities has led to conceptual discrepancies, which in turn impede the understanding of the relevance and contribution of dynamic capabilities to competitiveness. Measuring dynamic capabilities remains the biggest barrier to progress in developing directions for theory and research in this area. Practical implications Stimulating and shaping the current discourse on the relevance of dynamic capabilities on competitiveness, the proposed integrated framework as a heuristic device can be to gauge the a firm’s dynamic capabilities vis-à-vis their competitors. Originality/value The authors propose a framework built around the inter-relationships of capabilities and hierarchies of capabilities to extend the understanding of how dynamic capabilities can be developed relative to a firm’s ability and embedded context.

Contesting Indonesia’s Single Origin Coffee Market: A Dynamic Capabilities Perspective

“…This is related to their small financial ability so unable to accommodate the large quantity of harvest. In the context of knowledge creation and knowledge integration in renewing capabilities (Mohamud & Sarpong, 2016), each actor is so actively using the existing network to be integrated into his/her business flow in accordance with their core capabilities.…”

“…So this is more of a kind of inner potential due to the social process that occurs in organizational habit and routine. If it refers to the definition of Mohamud & Sarpong (2016), then the dimension of the dynamic capabilities is called core capabilities consisting of three dimensions, namely ordinary capabilities, operational efficiency and reactive capabilities. Clearly, the dynamic capabilities of its existence are largely determined by the internal capacity of each actor and this is closely related to their skills or abilities.…”

“…Source: Mohamud & Sarpong (2016) Full research will focus on the actor's strategy that moves at the local level representing several competing groups of coffee agribusiness in obtaining coffee supply from the farmer. The regenerative capabilities will describe their internal capabilities while the renewing capabilities will largely describe how they build the relationship with the farmers and their environment to win the competition.…”

Moderating Role of Connoisseur Consumers on Sustainable Consumption and Dynamics Capabilities of Indonesian Single Origin Coffee Shops

“…It is indigenous in nature and owned by a company so that it is impossible to be imitated by other companies because DCs involve "distinct skills, processes, procedures, organizational structures, decision rules, and disciplines." [43,[47][48][49]. Moreover, it will be easier for the company to choose the most effective strategy to win the competition because the manager can improve quickly their business model [44,45,[49][50][51].…”

Dynamic capabilities in media management research. A literature review

“…Admittedly, such a VUCA world is constantly changing and becoming more unstable each day, where changes big and small are becoming more unpredictable -and they're getting more and more dramatic and happening faster and faster. Worse so, as events unfold in completely unexpected ways, it's becoming impossible to determine cause and effect (Pavlik, 2019) We start from the key idea of using the "Dynamic Capabilities" as conceptual framework (henceforth DCF), a major theoretical lens in strategic management studies that took shape during the 1990s in a series of articles by Teece and co-authors (1990;1994;1997) in an attempt to organize conceptual relationships between management and corporate-level strategy (Mohamud and Sarpong, 2016). We believe that reviewing the lineages of DC is a useful exercise for answering questions surrounding the fundamental change in the media industry, the challenges that media organizations and their managers are currently facing under the impact of digital change, and the theoretical grounding DC offers for media management scholars in understand the breadth and complexity of these challenges.…”