Abstract
The theory of Dynamic Capabilities has been one of the references in the search for understanding of the competitive advantage of organizations. However, even with the development of studies on this topic, it is not clear how the Dynamic Capabilities develop and operate within organizations. Thus, this study aims to understand the dynamics capabilities from its antecedents, processes and outcomes. Through a literature review, it was possible to identify external and internal antecedents that make Dynamics Capabilities emerge in organizations, such as environmental dynamism and corporate entrepreneurship. In when it comes to process, it was identified that the Dynamic Capabilities are formed by a set of processes that have effect on resources and organizational capabilities. Thus, the development of resources and capabilities is the outcome of Dynamic Capabilities. Finally, unlike other studies, this work considers the DCs not as a specific capacity, but as a set of processes that enable the organization to deal with changes in the competitive environment.
Highlights
The Dynamic Capabilities (DCs) have drawn attention of researchers in the of organizational strategy’s field of study, especially regarding the development of resources and capabilities (TEECE; PISANO; SHUEN, 1997; AMBROSINI; BOWMAN, 2009; WANG; AHMED, 2007; BIAZZI, 2012)
Criticism to the theory of DCs are found in the literature, based mainly on matters involving: terminology (ZAHRA; SAPIENZA; DAVIDSON, 2006); tautology (ZOLLO; WINTER, 2002) and research methods (DELBRIDGE; GRATTON; JOHNSON, 2006)
Even with the growth of studies on DCs (AMBROSINI; BOWMAN, 2009), there is still a great effort on the development of the theory, as well as a review of some concepts considering the practice of organizations (WANG; AHMED, 2007)
Summary
The Dynamic Capabilities (DCs) have drawn attention of researchers in the of organizational strategy’s field of study, especially regarding the development of resources and capabilities (TEECE; PISANO; SHUEN, 1997; AMBROSINI; BOWMAN, 2009; WANG; AHMED, 2007; BIAZZI, 2012). The term "dynamics" refers to the character of change of the environment, requiring strategic responses (e.g., renewing skills), and the term "capacity" refers to the role of strategic management in dealing with requirements changes on the environment through internal organizational adaptation (e.g., adaptation, integration, and reconfiguration of organizational skills, resources and internal and external capabilities) (TEECE, PISANO, SHUEN, 1997; TEECE, PISANO, 1994) For this reason, the main argument involving the DCs is the potential of the organization to develop high-level capabilities through its trajectory, leveraging and/or sustaining superior performance (HELFAT, PETERAF, 2003; MARCUS, ANDERSON, 2006; HARRELD; O'REILLY III; TUSHMAN, 2007), rather than just have different features. The DCs involve change, which involves resources, capabilities and even business models (HELFAT et al, 2007)
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