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Strategy in turbulent environments: the role of dynamic competence


  • P.N SubbaNarasimha

    (Department of Management, G.R. Herberger College of Business, St. Cloud State University, MN, USA)


It is often observed that firm survival and success have become problematic in the turbulent environments that firms face today. Resource-based theories propose that sustained competitive advantage is more a function of firm resources than of industry structure. In this paper, the nature of resources that help firms sustain (or try to sustain) a competitive advantage in turbulent environments is queried. Viewing the firm as a stock of knowledge, the argument that dynamic competence or the variety-generating capability of knowledge is an important antecedent of superior performance in such turbulent environments is developed. Copyright © 2001 John Wiley & Sons, Ltd.

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  • P.N SubbaNarasimha, 2001. "Strategy in turbulent environments: the role of dynamic competence," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 22(4-5), pages 201-212.
  • Handle: RePEc:wly:mgtdec:v:22:y:2001:i:4-5:p:201-212 DOI: 10.1002/mde.1017

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    References listed on IDEAS

    1. David J. Teece, 2003. "Towards an Economic Theory of the Multiproduct Firm," World Scientific Book Chapters,in: Essays In Technology Management And Policy Selected Papers of David J Teece, chapter 15, pages 419-446 World Scientific Publishing Co. Pte. Ltd..
    2. Richard R. Nelson, 1982. "The Role of Knowledge in R&D Efficiency," The Quarterly Journal of Economics, Oxford University Press, vol. 97(3), pages 453-470.
    3. Christensen, Clayton M., 1993. "The Rigid Disk Drive Industry: A History of Commercial and Technological Turbulence," Business History Review, Cambridge University Press, vol. 67(04), pages 531-588, December.
    4. Richard N. Langlois & Metin M. Cosgel, 1996. "The Organization of Consumption," Working papers 1996-07, University of Connecticut, Department of Economics.
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