Abstract and Keywords
This article examines the role of dynamic capabilities in strategy. In their early formulation of strategic advantage, Learned, Christensen, Andrews, and Guth spoke of distinctive competences and the resource strengths and weaknesses that determine sustainable competitive advantage. However, this part of their message was obscured for some time as the competitive forces paradigms dominated. The point of taking a capabilities perspective is to examine closely the characteristics of the firm's internal assets, capabilities, and competencies and their impact on strategy and performance. The evidence is becoming clear that these, not market competition, are the determinants of sustained differences in performance levels from one firm to another.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.