Dynamic Capabilities: Understanding Strategic Change in OrganizationsCreating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the “dynamic capabilities” to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital. Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them. |
Contents
Foundations | 1 |
2 Managers Markets and Dynamic Capabilities | 19 |
3 Dynamic Capabilities and Organizational Processes | 30 |
4 Executives Dynamic Capabilities and Strategic Change | 46 |
Drivers and Implications | 65 |
6 AcquisitionBased Dynamic Capabilities | 80 |
7 Firm Growth and Dynamic Capabilities | 100 |
Future Paths and Possibilities | 115 |
Glossary of Terms | 121 |
List of Company Examples | 123 |
| 124 | |
Author Index | 138 |
| 142 | |
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Common terms and phrases
ability abnormal returns acquirer acquisition selection acquisition-based dynamic capabilities alliance function assess asset orchestration AstraZeneca behavior capacity chapter co-specialized assets competitive advantage competitors complementary concept context coordination cost create creation cross-border acquisitions decisions domestic acquisitions dynamic managerial capabilities effective environment evolutionary economics evolutionary fitness example executives factors firm growth firm performance firm’s focus Gatorade geographic scope Gibrat’s Law growth persistence Helfat important industry lifecycle innovation internal investment issues Kale knowledge Laplace distribution managerial and organizational market failures measure mergers and acquisitions multinational scope operational capabilities opportunity organization organizational processes outcomes Peteraf Pfizer potential process research profitability Quaker Quaker Oats reconfiguration relational capabilities relationships resource base resource-based view resources and capabilities role Rubbermaid search and selection Singh Snapple specific Strategic Management Journal strategy content strategy process studies success sustained competitive advantage technical fitness Teece theory tion Warner Lambert