How Mythical Constructs Inhabit Theorizing Spaces: A critique of dynamic capabilities

Abstract

One significant problem organization and management theory (OMT) faces is a dearth of new emergent theories. This issue is approached in a novel manner. This paper presents a critical review of the strategic management concept dynamic capabilities (DCs) and concludes that the construct has so little theoretical merit and practical relevance that theorizing on the topic should end and be abandoned. Discarding redundant constructs open up new theorizing spaces. This conclusion is arrived at by conducting a critical review of over 25 years of DCs research, including 16 review articles published over 13 years. The DCs literature is characterized by a casting around for relevance, empirical problems and criticisms ignored. The notion of DCs is then framed as a mythical authoritative text and this is drawn from to demonstrate how texts of this type can act in authorizing research that emboldens the construct and rewards those associated with it, without ever materializing it in the way that is claimed. It is conjectured that OMT is likely to be replete with constructs that are better understood as mythical authoritative texts and that if laid to rest would free up theorizing spaces allowing new theories to emerge.