Dynamic capabilities as identifiable specific processes l l
Dynamic capabilities as identifiable, specific processes l l l 整合資源(integrate resources) 策略決策(strategic decision) 重新配置企業資源(reconfiguration of resources) 協同進化(coevolving) 增加和釋放資源(gain and release of resources)
Commonalities in key features, idiosyncrasy in details l l best practice(最好實踐) 意義: Ø Ø Ø 意味著 equifinality commonalities in key features of effective dynamic capabilities也意味比起現在的理論建議裡,更能在 不同的環境或情況下能替代或互換,也就是可替代 性 動態能力的來源不太可能是來自於要持續保持競爭 優勢
Market dynamism: moderately dynamic to high-velocity markets l Moderately dynamic markets: – l Along roughly predictable and linear path High-velocity markets: – Nonlinear and less predictable
Evolution of dynamic capabilities l Repeated practice – l Practice helps people to understand processes more fully and so develop more effective routines. Mistakes – Small losses, more than either successes or major failures, contribute to effective learning (Sitkin, 1992).
l Pacing of experience – Experience that comes too fast can overwhelm managers, leading to an inability to transform experience into meaningful learning.
DISCUSSION l l l The purpose of this paper is to explore dynamic capabilities and more generally, RBV. Expanded view of routines Evolution of dynamic capabilities
Towards a new perspective on the resource based view l VRIN dynamic capabilities are themselves the source of longterm competitive advantage in dynamic markets misidentifies the source of that advantage. l RBV thinking overemphasizes the strategic logic of leverage. RBV misses the strategic role of time. l
CONCLUSION l This paper explores dynamic capabilities and, more broadly, RBV. l We conclude that long-term competitive advantage lies in resource configurations, not dynamic capabilities.
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