Abstract
This paper contributes to the clarification of the link between operational (how you earn your living) capabilities and dynamic (how you change your operational routines) capabilities. In doing so, the article builds on a knowledge management (KM) perspective to capture KM processes behind the development and utilization of dynamic capabilities and to examine their impact on operational capabilities. Empirical evidence is provided by performing survey research with a sample of 107 firms in the information technology and communication industry in Spain. The article includes conclusions and practical steps for managers with an interest in KM practices supporting dynamic capabilities.
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