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[PDF File]Resource-Based Theory, Dynamic Capabilities, and Real Options
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The aim of this research is to understand the roles of dynamic capabilities in the acquisition process. While a growing stream of literature has shown that dynamic capabilities lead to superior acquisition outcomes, greater attention is needed to understand how these benefits arise.
dynamic capabilities approach

Dynamic Capabilities - Knowledge Center
‘dynamic capabilities’ contrast with ordinary (or ‘operational’) capabilities by being concerned with change. Collis (1994) is particularly explicit and formal in making the point that dynamic capabil-ities govern the rate of change of ordinary capa-bilities. Following the example of the differential
dynamic capability theory

[PDF File]Designing Organizations for Dynamic Capabilities
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Resource-Based Theory, Dynamic Capabilities, and Real Options A lthough early contributions to resource-based theory and dynamic capabilities came from the discipline of economics (e.g., Demsetz,
dynamic capabilities and strategic management

[PDF File]UNDERSTANDING DYNAMIC CAPABILITIES
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DYNAMIC CAPABILITIES: BRIEF REVIEW OF THE CONCEPT To approach dynamic capabilities concept, we can start by confronting this notion with the other types of organizational capabilities. For example, Collis (1994) offers capabilities’ classification that can serve the discussion of the essence of dynamic capabilities. He introduces the three-level
dynamic capabilities theory

[PDF File]DYNAMIC CAPABILITIES: WHAT THEY NEED TO BE
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dynamic capabilities should not be separated. The study demonstrates the relevance of the dynamic capabilities approach in identifying competitive advantage, which is based on the firm’s dynamic capabilities. The fact that small and medium enterprises are important for the economic growth in
dynamic capabilities perspective

THE ROLES OF DYNAMIC CAPABILITIES IN THE ACQUISITION …
dynamic capabilities are defined.” The attempt to parse the dynamic capabilities concept at ever-finer levels of detail has lead to multiple competing definitions (for a comparison, see Dosi et al. 2008). Even the most ardent supporters of a dynamic capabilities approach to strategy would
dynamic capabilities at ibm

Dynamic capabilities and strategic management
In this sense, second-order dynamic capabilities can be thought of as “learning-to-learn” capabilities (Collis, 1994);1 they are sometimes also referred to as meta or regenerative dynamic capabilities (Am-brosini et al., 2009). Examples of relevant learning efforts on which second-order dynamic capabilities
dynamic capability

[PDF File]SECOND-ORDER DYNAMIC CAPABILITIES: HOW DO THEY …
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Understanding Dynamic Capabilities Sidney G. Winter The Wharton School Defining ordinary or “zero-level” capabilities as those that permit a firm to “make a living” in the short term, one can define dynamic capabilities as those that operate to extend, modify or create ordinary capabilities.
dynamic capabilities approach

Understanding Dynamic Capabilities
Designing organizations for dynamic capabilities presents new challenges for managers and entrepreneurs. Because these challenges arise from empirical events in real-world environments, they are hands-on challenges, not theoretical ones. Indeed, the theoretical problem was well-
dynamic capability theory

[PDF File]Dynamic Capabilities - DiVA portal
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digm that we label dynamic capabilities. approach is developed in this paper. Rudimentary The dominant paradigm in the ﬁeld during efforts are made to identify the dimensions of the 1980s was the competitive forces approach ﬁrm-speciﬁc capabilities that can be sources of developed by Porter (1980).
dynamic capabilities and strategic management

Examples of dynamic capabilities