Article2011

Untangling Dynamic and Operational Capabilities: Strategy for the (N)ever‐Changing World

1,437 citations0/0 files storedStrategic Management Journal

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Innovation and Knowledge Management Business Strategies and Innovation Management and Organizational Studies

Abstract

Abstract We explain why the line between dynamic and operational (or ordinary) capabilities is unavoidably blurry, draw implications for capabilities that promote economically important but seemingly gradual change, and provide recommendations for future research that takes these issues into account. Copyright © 2011 John Wiley & Sons, Ltd.

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References

1997Dynamic capabilities and strategic management 1983An Evolutionary Theory of Economic Change.2007Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance 2000Dynamic capabilities: what are they?1993Strategic assets and organizational rent 2002Deliberate Learning and the Evolution of Dynamic Capabilities 2003Understanding dynamic capabilities 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

Cited by

2014A dynamic capabilities-based entrepreneurial theory of the multinational enterprise 2013On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism 2018Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research 2018Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems 2014Dynamic Managerial Capabilities 2016Information technology-enabled dynamic capabilities and their indirect effect on competitive performance: Findings from PLS-SEM and fsQCA 2013Dynamic Capabilities and Performance: Strategy, Structure and Environment 2018Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation

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