Conclusions

Philip Cordes-Berszinn

Chapter 5 in Dynamic Capabilities, 2013, pp 249-259 from Palgrave Macmillan

Abstract: Abstract The starting point of this analysis was the notion that organizations are required to achieve and maintain a fit with their organizational environments.1 However, environments of organizations are changing constantly and – as, for example, Klimecki and Lassleben (1998) and D’Aveni (1998) noted – faster than they have ever changed before.2 Therefore, it is argued that organizations need to be able to adapt to changing environments.3 This notion was taken up by the dynamic capabilities approach4 as a predominant research paradigm for the explanation of organizational success.5 Consequently, the question arose regarding how dynamic capabilities can be developed, which in turn requires knowledge about associated determinants that can be addressed by managerial decisions.

Keywords: Organizational Structure; Knowledge Transfer; Organizational Context; Dynamic Capability; Contingency Theory (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-35128-9_5

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DOI: 10.1057/9781137351289_5

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