A Systematic Literature Review of Dynamic Capabilities, Strategic Foresight and Organizational Learning

Abstract

The systematic literature review (SLR) presented in this paper analyzes the relationships among dynamic capabilities, strategic foresight and organizational learning. The purpose of the SLR on dynamic capabilities (DC), strategic foresight (SF) and organizational learning (OL) is to advance the academic perspective on dynamic capabilities by analyzing how SF and OL integrate into the DC framework. This advancement is necessary since the pace of changes in an organization's environment is increasing, causing competitive pressure to rise. An organization needs to address such changes by adjusting existing capabilities or acquire new ones and thus strengthen their competitiveness. SF provides information and insights about future developments or changes of an organization's business environment. After which OL integrates the obtained information into the strategic planning process. It is important to include the concepts of SF and OL into the DC framework, because an organization without learning cannot integrate information into the organizational decision-making process. The results of the SLR present a triangle relation ship among DC, SF and OL that can help to operationalize the DC framework. A practical application of dynamic capabilities facilitates the long-term performance and sustainability of an organization.