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In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper Dynamic Capabilities and Strategic Management, as the firm’s ability to engage in adapting, integrating, and reconfiguring internal and external organizational skills ...
The Strategic Capability Network is therefore a modeling technique and network analysis method that expresses both the Leonard model of Core, Enabling and Supplemental capabilities, the Hamel and Prahalad notion of core competencies and, given EA's time dimension of enterprise evolution, the Dynamic Capabilities Theory.
In the resource-based view, strategists select the strategy or competitive position that best exploits the internal resources and capabilities relative to external opportunities. Given that strategic resources represent a complex network of inter-related assets and capabilities, organisations can adopt many possible competitive positions.
Specific business capabilities in business capability models can be titled using either a noun-verb style or a verb-noun style, e.g. "product development" or "develop products". [5] [6] [7] In their simplest form business capability models can show only structured sets of nested business capabilities and sub-capabilities.
Application servers must be free of embedded business logic: For services, processes, data, workflows alike. Dynamic documentation is a feature: As the model evolves the documentation must evolve as well. The application should allow the business analyst to document at service level and then generate a cohesive document that encompasses entire ...
In the field of strategic management, C. K. Prahalad and Richard A. Bettis described the concept of dominant logic in 1986. Prahalad and Bettis suggested that the way top managers deal with the increasing diversity of strategic decisions in a company, which are caused by acquisitions or structural changes in the core business, depends on the cognitive orientation of those top managers.
The Capability Maturity Model was originally developed as a tool for objectively assessing the ability of government contractors' processes to implement a contracted software project. The model is based on the process maturity framework first described in IEEE Software [ 2 ] and, later, in the 1989 book Managing the Software Process by Watts ...
Emblem of the 645 Aeronautical Systems Group. Big Safari is a United States Air Force program begun in 1952 which provides management, direction, and control of the acquisition, modification, and logistics support for special purpose weapons systems derived from existing aircraft and systems.