Competitive advantage, Open Innovation and Dynamic Capabilities
Geoffroy Labrouche () and
Med Kechidi ()
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Geoffroy Labrouche: IEP Toulouse - Sciences Po Toulouse - Institut d'études politiques de Toulouse, LEREPS - Laboratoire d'Etude et de Recherche sur l'Economie, les Politiques et les Systèmes Sociaux - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse - UT2J - Université Toulouse - Jean Jaurès - UT - Université de Toulouse - Institut d'Études Politiques [IEP] - Toulouse - ENSFEA - École Nationale Supérieure de Formation de l'Enseignement Agricole de Toulouse-Auzeville
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This chapter deals with a particular type of dynamic capability: dynamic relational capabilities. They are defined as the organisational ability of a firm to enter into successful business relationships with other actors. It is shown that these abilities, based on organisational memory, are expressed in particular through the acquisition of assets and the conclusion of partnerships/alliances. In the pharmaceutical industry, open innovation strategies are the concrete proof of such abilities. Indeed, this sector is considered to be a High-Velocity Environment characterized by a high rate of change. Such change, challenging firms' competitive advantage, fosters the development of dynamic capabilities and open innovation strategies. These theoretical considerations are illustrated by reference to the innovation strategy adopted by the Sanofi group, particularly since 2008.
Keywords: Dynamic Relational Capabilities; Dynamic Capabilities; Competitive Advantage; High-Velocity Environments; Open Innovation Strategies; Organizational Memory (search for similar items in EconPapers)
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Published in Handbook of Research on Driving Competitive Advantage through Sustainable, Lean, and Disruptive Innovation, 2016, 9781522501350. ⟨10.4018/978-1-5225-0135-0.ch006⟩
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01346722
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