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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 ...
Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, 28(13): 1319–1350.
David John Teece CNZM (born September 2, 1948) is a New Zealand-born US-based organizational economist, Distinguished Scholar of Strategy and Innovation at the University of South Florida Muma College of Business, [1] and the Professor in Global Business and director of the Tusher Center for the Management of Intellectual Capital [2] at the Walter A. Haas School of Business at the University ...
The notion of capability in MODAF, however, is slightly different from the notion of capability in, for example, Dynamic Capabilities Theory. In MODAF "Capability" refers to a military capability – an ability to produce military effects – or enabling or supporting capabilities. Nevertheless, the central thesis that politico-military ...
Fortunately, a method known as system dynamics captures both the math of asset-stock accumulation (i.e. resource- and capability-building), and the interdependence between these components (Forrester, 1961; Sterman, 2000). The asset-stocks relevant to strategy performance are resources [things we have] and capabilities [things we are good at ...
[5] [23] Some scholars have also used a multi-dimensional construct of dynamic capabilities to explain ambidexterity management and long-term firm performance, [24] as well as short-term and long-term tensions within the context of the temporal ambidexterity. [25] As researchers explain, transformational leadership behaviors are needed for ...
Business capability models are structured in a hierarchical manner, i.e. each higher-level business capability includes multiple constituting lower-level capabilities. They can have several nested levels of depth and granularity, typically from two to four distinct abstraction levels depending on the size, complexity and experience of an ...
David Teece, of later fame for the theory of dynamic capabilities, overtly develops the concept of dominant design in his 1984 paper on Profiting from technological innovation, [9] in which he acknowledges the contribution of Utterback and Abernathy in their conceptual treatment of the evolution of technology in an industry.