Abstract
Dynamic capabilities as a theory is progressive and, yet, many scholars working on it to develop more and make more practical. In this paper, it's tried to extract main aspects of building dynamic capabilities in small and medium enterprises (SMEs) based lessons learnt in a strategic planning case in industrial flooring. SMEs have particular characteristics imposing specific players over implementing dynamic capabilities. Teece's (1) framework is employed to extract main policies and programs of the case. Board members, and professional teams as well as partnering and outsourcing are four sources playing main role in the case. Considering the quadruplet players in building dynamic capabilities in SME's can help managers and consultants to develop their strategies more operationally.
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