dynamic capabilities
TRANSCRIPT
Strategic management - Strategic change
1 David Teece pioneered research on resource-based strategic
management and the dynamic capabilities perspective, defined as “the ability to integrate, build, and reconfigure internal and external competencies to address rapidly
changing environments.|doi=10.1002/(SICI)1097-
0266(199708)18:73.0.CO;2-Zhttps://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Strategic management - Strategic change
1 His 1997 paper (with Gary Pisano and Amy Shuen) Dynamic Capabilities and Strategic
Management was the most cited paper in economics and business for
the period from 1995 to 2005.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Resource-based view - What constitutes competitive advantage?
1 ISSN 0949-6181 in an empirical and thus important and rare study,
emphasize the need to focus on the actual process of dynamic capability building rather than generate further
abstract definitions of dynamic capabilities
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Resource-based view - What constitutes competitive advantage?
1 Dynamic capabilities theory attempts to deal with two key questions:
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Resource-based view - What constitutes competitive advantage?
1 When senior managers are confronted with the task of building dynamic capabilities, they need to
consider sometimes drastic fluctuations in the threshold
capability definition standards, making it more and more complex for companies to understand the
minimum requirements to remain in the game as an industry player
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Resource-based view - Further reading
1 * Ludwig, G.;Pemberton, J. (2011). A managerial perspective of dynamic
capabilities in emerging markets: the case of the Russian steel industry,
Journal of East European Management Studies, 16(3), pp.215–
236. ISSN 0949-6181
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Resource-based view - Further reading
1 * Teece, D., Pisano, G. and Shuen, A. (1997), Dynamic Capabilities and Strategic Management. Strategic
Management Journal, Vol. 18, No. 7, pp.509–533
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Open XML Paper Specification - Similarities with PDF and PostScript
1 PDF includes dynamic capabilities purposely not
supported by the XPS format.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Computer simulation in organizational studies - Later research
1 *Zott's (2003) model of strategic evolution and
dynamic capabilities
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Horses in World War I - Australia and New Zealand
1 In August the division's dynamic capabilities were effectively
combined with the static 52nd (Lowland) Infantry Division at the
Battle of Romani, where they repelled an attempted Ottoman
attack on the Suez Canal
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Overview
1 Dynamic capabilities, by contrast, refer to the capacity of an
organization to purposefully create, extend, or modify its resource base
(Helfat et al., 2007).
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Overview
1 The academic literature on dynamic capabilities grew out of (1) the
resource-based view of the firm and (2) the concept of routines in
evolutionary theories of organization (Nelson Winter, 1982)
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Overview
1 ISSN 0949-6181 in one of the rare and therefore important empirical
studies on the topic, emphasise the need to focus on the actual process of dynamic capability building rather
than generate further abstract definitions of dynamic capabilities
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Overview
1 When senior managers are confronted with the task of building dynamic capabilities, they need to
consider sometimes drastic fluctuations in the threshold
capability definition standards, making it more and more complex for companies to understand the
minimum requirements needed to remain in the game as an industry
playerhttps://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Overview
1 The New Dynamic Capabilities framework for corporate strategic management bridges innovation
strategy, digital strategy and multinational strategy—
experimenting, innovating and learning 10x faster while
orchestrating organizational capabilities worldwide for execution
in a globally networked and interdependent environment.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Overview
1 “The concept of dynamic capabilities, especially in terms of organizational knowledge processes, has become the predominant paradigm for the
explanation of competitive advantages. However, major
unsolved—or at least insufficiently solved—problems are first their measurement and second their
management…”https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Processes
1 Three dynamic capabilities are necessary in order to meet new challenges.
Organizations and their employees need the capability to learn quickly and to build strategic assets. New strategic
assets such as capability, technology and customer feedback have to be integrated
within the company. Existing strategic assets have to be transformed or
reconfigured.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Dynamic capabilities - Processes
1 Teece’s concept of dynamic capabilities essentially says that what matters for
business is corporate agility: “the capacity (1) to sense and shape opportunities and threats, (2) to seize opportunities, and (3)
to maintain competitiveness through enhancing, combining, protecting, and,
when necessary, reconfiguring the business enterprise’s intangible and
tangible assets.”
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
22nd Bomb Group (Red Raiders) 5th Army Air Force - Origins
1 In 1941 the Group transitioned to B-26 Marauder bombers, a fast bomber
with very specialized aerodynamic capabilities. These capabilities
included short, stubby wings, which led the plane to be known as The
Flying Prostitute (no visible means of support). However its flying
characteristics led to many crashes, which also led to the plane being
known as The Flying Coffin.https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Competence-based management - Publications
1 * Sanchez, R., Heene, A. Martens, R., editors (2008), Competence
Perspectives on Learning and Dynamic Capabilities, Volume 10 in
Advances in Applied Business Strategy, JAI Press.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
David Teece - Dynamic capabilities
1 Further, “The concept of dynamic capabilities, especially in terms of
organizational knowledge processes, has become the predominant
paradigm for the explanation of competitive advantages
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
David Teece - Dynamic capabilities
1 According to ScienceWatch, his paper (with Gary Pisano and Amy Shuen) Dynamic Capabilities and Strategic Management was the most cited paper in economics and business
globally for the period from 1995 to 2005.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
David Teece - Dynamic capabilities
1 Teece's concept of dynamic capabilities is a theory about the source of corporate
agility: the capacity (1) to sense and shape opportunities and threats, (2) to seize opportunities, and (3) to maintain
competitiveness through enhancing, combining, protecting, and, when
necessary, reconfiguring the business enterprise's intangible and tangible
assets.
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
QBlade - Development History
1 Current development focuses on the expansion of both the dynamic and the aerodynamic capabilities of the software as well as its export/import
interface. D. Marten is the person mainly responsible for the
development and supervision of future versions while G.
Pechlivanoglou, G. Weinzierl, N. Moesus and J. Wendler also remain
active in the project.https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
Open-wheel car - Driving
1 Open-wheel vehicles, due to their light weight, aerodynamics|
aerodynamic capabilities, and powerful engines, are often
considered the fastest racing vehicles available and among the
most challenging to master
https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
For More Information, Visit:
• https://store.theartofservice.com/the-dynamic-capabilities-toolkit.html
The Art of Servicehttps://store.theartofservice.com