Dynamic capabilities as context: the role of decision, system and structure

Abstract

In this article we look at some implications of the role of dynamic capabilities in enabling strategic decision-making in the firm. It is argued that properly specifying questions relating to dynamic capabilities raises questions of what is involved in strategic decisions, which in turn inevitably involves (or should involve) consideration of the complementary roles of non-decomposability and decision processes. This entails a reappraisal of how and where established frameworks may or may not be of relevance in this context, and invites consideration of how an economics perspective should be framed to deal with such issues.

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