Exploring the Value of Dynamic Capabilities Theory: A synthesis of the theoretical building blocks

Abstract

IzvlečekTeorija dinamičnih zmožnosti kot zadnji, aktualni pristop k proučevanju osnov konkurenčnih prednosti pomeni preskok v načinu razmišljanja in delovanja, saj v ospredje postavlja dinamičnost okolja, ki mu ne moremo ubežati, temveč se mu stalno prilagajati. Glede na relativno kratek čas proučevanja teorije dinamičnih zmožnosti so nastali števil-ni poskusi opredeljevanja, vendar so pri razumevanju teorije povzročili še večjo zmedo. V prispevku predstavljamo sintezo osnovnih izhodišč in predpostavk teorije dinamičnih zmožnosti, na katerih so gradili njeni raziskovalci. S tem želimo opozoriti na potencial, ki ga teorija ponuja, ter spodbuditi raziskovalce k njenemu nadaljnjemu proučevanju, še posebej v empiričnem smislu. Z uvajanjem terminologije v slovenski prostor razširjamo možnosti za njen napredek.Ključne besede: teorija dinamičnih zmožnosti, dinamične zmožnosti, konkurenčna prednost AbstractAs new sources of competitive advantage, dynamic capabilities emphasise specific aspects that were not the focus of attention in the previous strategy perspectives. The term dynamic refers to the capacity to renew resources and capabilities to achieve congruence with a changing business environment. The dynamic capabilities view has received lot of attention in recent years, although the outcome is a complex, sometimes confusing body of research. In this paper, we present a synthesis of the origins and ideas on which the theory was built. Our purpose is to draw attention to the promising avenues and the potential offered by the dynamic capabilities view in order to encourage further development. By introducing the terminology into Slovenian practice, we expand the possibility of improving it. Keywords UvodIskanje konkurenčnega položaja in zmožnosti za njegovo trajno ohranjanje je osrednji izziv današnjih podjetij, prav tako pa teorije menedžmenta, ki je poskušala z mnogimi pogledi pojasnjevati koncept konkurenčne prednosti. Konkurenčna prednost (angl. competitive advantage) je prevladujoč koncept v teoriji strateškega menedžmenta (angl. strategic management theory) z dolgo in pestro zgodovino ter hkrati najvplivnejši mehanizem za razlago obstoja uspešnosti podjetij (Wiggins in Ruefl i 2005, 888-889). Doseganje in ohranjanje konkurenčne prednosti temelji na dveh osnovnih vprašanjih: kako naj podjetja dosegajo konkurenčno prednost in kako naj jo obdržijo? Da se morajo organizacije nenehno izpopolnjevati, če želijo preživeti v dinamičnem okolju (Dannels 2002(Dannels , 1095, so ugotovili že ekonomisti

Validity of Dynamic Capabilities in the Operation Based on New Sustainability Narratives on Nature Tourism SMEs and Clusters

“…Although dynamic capabilities lack a unique definition, they are characterized by being tacit, causally ambiguous, organization-specific, socially complex, and route-dependent [28,29]. Since they are difficult to distinguish and imitate, they function as a protective barrier and contribute to an organization's competitive advantages [8,19,24,[30][31][32].…”

“…Adaptive capacity is responsible for identifying and taking advantage of opportunities presented in the market [30,45]. It allows firms to engage in activities such as combining, reconfiguring and integrating resources and processes, promoting the systemic development of other capacities, since it allows a company to evolve its organizational form, give flexibility to its structures in the use of strategic resources, and in segmenting the needs of a changing market [3,31,44,45]. The dynamic capacity for adaptation has been studied in the last decade in ecotourism companies, which demonstrates that environmental benefits and economic returns can be achieved by linking the expectations of stakeholders [20] in corporate governance processes [17,19].…”

“…The capacity for innovation requires the optimal adjustment of processes to accommodate the timely reconfiguration and combination of resources to produce goods and services and to adapt to new market conditions caused by consumer demand or by innovation in the industry [31,37,44].…”

“…The challenge for companies is to develop the ability to accumulate, filter, leverage and apply market knowledge so that they can measure acceptance of their products and understand the impact of complementary activities that require collaborative work, both internally and externally, and can add value. This involves gathering and incorporating information that is available under specialized network knowledge structures, on a timely basis to allow for improved decision-making [7,31,37,43].…”

“…The contingent: the capacity to react and make strategic adjustments in response to changes in the environment; that is the company's ability to adapt to new environmental conditions [26,27,30,31,41].…”