Dynamic Capabilities: Drivers of Organisational Adaptations

Oluwaseun E. Adegbite, Antonis C. Simintiras, Yogesh K. Dwivedi and Kemefasu Ifie
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Oluwaseun E. Adegbite: Swansea University
Antonis C. Simintiras: Gulf University for Science and Technology
Yogesh K. Dwivedi: Swansea University
Kemefasu Ifie: Loughborough University

Chapter Chapter 5 in Organisational Adaptations, 2018, pp 81-94 from Springer

Abstract: Abstract 'Dynamic capabilities contrast with ordinary (or operational) capabilities by being concerned with change’ (Winter, 2003:992). A lot has been written on this important concept. For instance, a search performed on Google Scholar for keywords ‘dynamic capabilities’ generated 2.76 million scholarly work within 0.07 s! Dynamic capabilities have been studied with different approaches by scholars from different research backgrounds. Additionally, scholars with varying focal interest and disciplinary training have applied the concept of dynamic capabilities in their research. This might explain why there is no consensus definition for the concept. However, some early studies that have significant influence in this field of research include the works of Nelson and Winter (1982), Eisenhardt and Martin (2000), Zollo and Winter (2002), Helfat and Peteraf (2003), Teece (2007) and Teece, Pisano and Shuen (1997). Also dynamic capabilities have been applied in various disciplines; some of these include marketing (Bruni & Verona, 2009), sales (Guenzi, Sajtos, & Troilo, 2016), entrepreneurship (Acıkdilli & Ayhan, 2013), service innovation (Kindström, Kowalkowski, & Sandberg, 2013), business network and relationships (Mitrega, Forkmann, Ramos, & Henneberg, 2012) and supply chain (Rai, Patnayakuni, & Seth, 2006).

Keywords: Dynamic capabilitiesDynamic Capabilities; Jarzabkowski; resourceResource; routinesRoutines; adaptationAdaptation (search for similar items in EconPapers)
Date: 2018
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DOI: 10.1007/978-3-319-63510-1_5

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