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The development of dynamic capabilities through organisational and managerial processes

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  • Dawn A. Harris
  • Frederick Kaefer
  • Linda M. Salchenberger

Abstract

One key consequence of the dynamic capabilities approach is that the competitive advantage of a firm lies in its organisational and managerial processes. The research question examined in this paper is how organisational processes such as knowledge management and managerial processes such as the coordination between top managers specifically create dynamic capabilities. After reviewing the literature, several case studies are presented and the impact of these particular organisational and managerial processes on dynamic capabilities is examined in detail. The first case is a healthcare firm that used a managerial process; however, this firm did not achieve a dynamic capability. The other two cases specifically illustrate how a financial services firm used an organisational process and how a manufacturing firm used a managerial process to develop dynamic capabilities. In comparing these three cases, the three sets of activities that are necessary to develop a dynamic capability are demonstrated.

Suggested Citation

  • Dawn A. Harris & Frederick Kaefer & Linda M. Salchenberger, 2013. "The development of dynamic capabilities through organisational and managerial processes," International Journal of Business Environment, Inderscience Enterprises Ltd, vol. 5(4), pages 398-412.
    • Handle: RePEc:ids:ijbenv:v:5:y:2013:i:4:p:398-412
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    References listed on IDEAS

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    1. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
    2. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
    3. Jack A. Nickerson & Todd R. Zenger, 2004. "A Knowledge-Based Theory of the Firm—The Problem-Solving Perspective," Organization Science, INFORMS, vol. 15(6), pages 617-632, December.
    4. David J. Teece, 2007. "Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance," Strategic Management Journal, Wiley Blackwell, vol. 28(13), pages 1319-1350, December.
    5. Maurizio Zollo & Sidney G. Winter, 2002. "Deliberate Learning and the Evolution of Dynamic Capabilities," Organization Science, INFORMS, vol. 13(3), pages 339-351, June.
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    Cited by:

    1. Uchida, Hirofumi & Yamada, Kazuo & Zazzaro, Alberto, 2023. "Management innovations in family firms after CEO successions: Evidence from Japanese SMEs," Japan and the World Economy, Elsevier, vol. 66(C).
    2. Chirumalla, Koteshwar, 2021. "Building digitally-enabled process innovation in the process industries: A dynamic capabilities approach," Technovation, Elsevier, vol. 105(C).
    3. Shirumisha Kwayu & Banita Lal & Mumin Abubakre, 2018. "Enhancing Organisational Competitiveness Via Social Media - a Strategy as Practice Perspective," Information Systems Frontiers, Springer, vol. 20(3), pages 439-456, June.
    4. A. E. Rodríguez Salazar & M. A. Domínguez-Crespo & A. M. Torres-Huerta & A. I. Licona-Aguilar & A. Nivón-Pellón & V. N. Orta-Guzmán, 2021. "Analysis of the Dynamical Capabilities into the Public Research Institutes to Their Strategic Decision-Making," Sustainability, MDPI, vol. 13(12), pages 1-22, June.

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