Understanding the relational dynamic capability-building process

Carole Donada (), Gwenaëlle Nogatchewsky and Anne Pezet
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Carole Donada: ESSEC Business School
Gwenaëlle Nogatchewsky: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Anne Pezet: HEC Montréal - HEC Montréal

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Abstract: There is a significant body of research on relational dynamic capabilities, but little is known about how a firm builds these capabilities. Using a longitudinal case study analysis of the French car manufacturer Renault, this research fills that gap. It provides a three-phase sequence model of a relational dynamic capability-building process. Each phase (identifying, building, and integrating) corresponds to a level of strategic intent (from emerging to deliberate) and a set of shaping factors that evolve with the changing environment. These factors are combinations of external triggers associated with macro-economic and industry conditions and internal enablers, including agent skills and missions, dedicated organizational structures, assets, and tools.

Keywords: alliances; automobile industry; building process; dynamic capabilities; longitudinal case study; relational capabilities; supplier management (search for similar items in EconPapers)
Date: 2015-11
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Citations: View citations in EconPapers (1)

Published in Strategic Organization, 2015, ⟨10.1177/1476127015615286⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01274205

DOI: 10.1177/1476127015615286

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