Abstract
Dynamic capability is an organization’s ability to integrate, build, and rearrange its internal and external competencies to face the rapidly changing environment. The objectives of dynamic capabilities consist of (1) the capacity to sense and form opportunities and threats (sensing); (2) capacity to seize existing opportunities (seizing); and (3) the capacity to maintain competitiveness through upgrading, merging, protecting, and reconfiguring business assets, both tangible and intangible. This study aims to determine the development of dynamic capability research trends published by leading Scopus-based journals. The data analyzed consisted of 1194 indexed research publications from 2012 until 2021. The data is then processed and analyzed using the VoS viewer application to determine the bibliometric map of dynamic capability research development. There are several definitions of dynamic capability and implications for the firm environment. Keywords: dynamic capability, bibliometric, Vos viewer, business environment, scientometric
Highlights
From a strategic management point of view, there are two current approaches to explaining competitiveness
The concept of dynamic capabilities was initially developed based on Resource-Based View (RBV)
resource-based view (RBV) is an influential theoretical framework in understanding how a company’s competitive advantage is achieved and how that advantage can be maintained over time (Eisenhardt and Martin, 2000)
Summary
From a strategic management point of view, there are two current approaches to explaining competitiveness. Barney (1991) and Wenerfelt (1984) rely on the company’s internal environment as a determinant of competitiveness, known as the resource-based view (RBV). RBV views that the crucial factors superior to competitors are resources, competencies, and capabilities. RBV is an influential theoretical framework in understanding how a company’s competitive advantage is achieved and how that advantage can be maintained over time (Eisenhardt and Martin, 2000). The researchers mentioned that RBV assumes that a company can be conceptualized as a collection of resources. These resources are distributed heterogeneously (not the same) throughout the company, and these differences can persist over time. The achievement is through implementing new value creation strategies that cannot be achieved imitated by other companies (Eisenhardt and Martin, 2000; Piening, 2013)
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