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The Virtues and Limitations of Dynamic Capabilities

Author

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  • Collis, David J.
  • Anand, Bharat N.

Abstract

Dynamic capabilities have been identified as a key determinant of competitive advantage. This paper explores the foundations of dynamic capabilities and the limits to their effectiveness, first theoretically and then through the case of Danaher, the most successful US conglomerate for over three decades. Limitations of dynamic capabilities include that they (a) can be substitutable and (b) embody strategic choices themselves. The case of Danaher, an exemplar of dynamic capabilities, illustrates how dynamic capabilities require long-term commitments in order to be effective, involve a set of choices that are closely tied to others made by the firm, and embody tradeoffs that imply that investments in any particular dynamic capability may be inconsistent with acquiring new ones.

Suggested Citation

  • Collis, David J. & Anand, Bharat N., 2021. "The Virtues and Limitations of Dynamic Capabilities," Strategic Management Review, now publishers, vol. 2(1), pages 47-78, February.
    • Handle: RePEc:now:jnlsmr:111.00000017
    DOI: 10.1561/111.00000017
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    Cited by:

    1. Jing Claire Li & Abdelhafid Benamraoui & Neeta Shah & Sudha Mathew, 2021. "Dynamic Capability and Strategic Corporate Social Responsibility Adoption: Evidence from China," Sustainability, MDPI, vol. 13(10), pages 1-19, May.
    2. Dr. Titus M. Kising’u & Ruwaida Hassan Mwajambia, 2022. "Dynamic Managerial Capabilities on Firm Performance: Evidence from Travel Agencies and Tour Operators in Kenya," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 6(5), pages 770-783, May.
    3. Cleverton Rodrigues Fernandes & André Gustavo Carvalho Machado & Glauco Simões Gomes, 2023. "Temporal Flow of Technology Transfer Capability: Beyond the Lifecycle," RAC - Revista de Administração Contemporânea (Journal of Contemporary Administration), ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração, vol. 27(Vol. 27 N), pages 210185-2101.

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