 The interlink between resources and capabilities: towards a theoretical frame for the development of dynamic capabilitiesPaola Cillo, Gianmario Verona and Salvio Vicari International Journal of Learning and Intellectual Capital, 2007, vol. 4, issue 1/2, 111-131 Abstract: In order to untangle the sources of heterogeneity among firms, this study reviews the last 20 years' works related to the resource-based view of the firm, the knowledge-based perspectives on competitive advantage sustainability, and the dynamic capability view. We reach three important conclusions that provide a more granular understanding of resource heterogeneity and its development. First, dynamic capabilities leading to competitive advantage are knowledge-based processes characterised by functional specialisation. Second, their design is based on a weighted organisational mix, made up of skilled actors, incentive systems, dedicated organisational structure and idiosyncratic culture. Third, their development and management require a specific division of labour between senior and middle managers. We conclude our work by addressing future research on the topic and by highlighting core implications for practitioners. Keywords: resources; dynamic capabilities; knowledge-based processes; senior managers; middle managers; resource-based view; RBV; competitive advantage; resource-based theory. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijlica:v:4:y:2007:i:1/2:p:111-131 Access Statistics for this article More articles in International Journal of Learning and Intellectual Capital from Inderscience Enterprises Ltd |
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