Abstract
The Dynamic Capabilities View (DCV) has emerged as an influential and popular conceptual lens within management and organization studies. Despite its popularity, DCV remains mired in criticisms targeting its theoretical foundations, value-added by the dynamic capabilities construct, and weak empirical support. Using the intellectual core of DCV articles, I identify core tenets of the DCV conceptual framework and systematically assess empirical support for them. My analysis shows that although, on the surface, there is support for most of DCVs’ tenets; deeper conceptual and operational problems are obstacles to cumulativeness and theoretical development of this important framework. As consequences of my analysis, I make recommendations for addressing central conceptual and operational problems in DCV.
Published Version
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