The dynamic capabilities perspective: from fragments to meta-theory

Lars Schweizer, Shalini Rogbeer and Björn Michaelis

Management Research Review, 2015, vol. 38, issue 7, 662-684

Abstract: Purpose - – This paper aims to show how researchers can overcome problems of fragmentation and eclecticism in an important strategy paradigm, namely, the Dynamic Capabilities (DC) perspective. Design/methodology/approach - – First, the explanandum of the theory of DC, conceptualized as a theory of strategic change, is generates. Second, four main constituent theoretical perspectives of DC were selected and their explanans on the explanandum of a theory of strategic change was mapped. Third, the explanans of a theory of strategic change was parsed out to derive the critical fragmentation sources as illustrated by the classical papers in DC. Findings - – First, consistent explanans of a theory of strategic change are integrated to build a meta-theory of strategic change. Second, testable propositions based on the meta-theory, in the context of industry convergence, a context which requires the development of dynamic capabilities in an uncertain and changing environmental context are developed. Originality/value - – By developing a meta-theory of strategic change, researchers are provided with the tools to overcome the confusion of fragmentation and eclecticism, specifically in the field of strategy research.

Keywords: Dynamic capabilities; Fragmentation; Meta-theory (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:v:38:y:2015:i:7:p:662-684

DOI: 10.1108/MRR-09-2013-0209

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