Building dynamic capabilities through organizational design
The present paper examines the nature of dynamic capabilities, how they unfold, and their origins at multiple levels of analysis through a qualitative investigation of twenty one case studies of firms operating in the video game industry. Our results show that the origins of dynamic capabilities are not only limited to learning and knowledge management activities but incorporate also different processes of organizational design. We explain how these processes by endowing a firm with a relevant structure and culture would allow the efficient accomplishment of different meta-activities of sensing, seizing and reconfiguring and ultimately the achievement of an internal evolutionary fitness.
To our knowledge, this item is not available for
download. To find whether it is available, there are three
1. Check below under "Related research" whether another version of this item is available online.
2. Check on the provider's web page whether it is in fact available.
3. Perform a search for a similarly titled item that would be available.
|Date of creation:||Nov 2011|
|Date of revision:|
|Contact details of provider:|| Web page: http://www.dauphine.fr/en/welcome.html|
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:dau:papers:123456789/8522. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Alexandre Faure)
If references are entirely missing, you can add them using this form.