The Oxford Handbook of Dynamic Capabilities

doi:10.1093/oxfordhb/9780199678914.001.0001

The Oxford Handbook of Dynamic Capabilities

Edited by David J. Teece and Sohvi Heaton

Abstract

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In order to make quality strategic decisions, managers need a deep understanding of industry dynamics and enterprise capabilities. In this book, we present a conceptual framework that will help executives lead their organizations in highly competitive global markets. For some, it will change frames of reference and accepted priorities in terms of what’s important for the enterprise to build, own, and manage. Management theory is young and fragmented, and generally not much of a guide for executives, except around certain narrow issues. The framework presented in this volume can be helpful with the big-picture issues. To be useful, a theoretical framework must be flexible enough to provide guidance in a variety of situations. However, the theory must not be so general that it fails to speak to practical management problems. Another useful attribute is parsimony, so that an overwhelming number of variables don’t render analysis an impossible task. This book includes a number of essays about the Dynamic Capabilities Framework (Teece et al., 1990, 1997; Teece, 2007), which increasingly provides an intellectual infrastructure for both theoretical and applied analyses of strategic management and other issues facing business decision makers. Since 2006, articles concerning dynamic capabilities have been published in business and management journals at a rate of more than 100 per year (Di Stefano et al., 2010). And an increasing number of these articles contain new empirical research validating the Dynamic Capabilities approach to competitive advantage. A broad panoply of scholars and executives are contributing to the further development of this framework. This book summarizes and integrates many of these contributions, and this introduction will introduce some of the major themes of the chapters that follow.

Bibliographic Information

Publisher:: Oxford University Press

ISBN:: 9780199678914

Published online:: Sep 2015

DOI:: 10.1093/oxfordhb/9780199678914.001.0001

Editors

David J. Teece, editor
Thomas Tusher Professor of Global Business, Haas School of Business, University of California at Berkeley

Sohvi Heaton, editor
Sohvi Heaton, University of Berkeley

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Front Matter
Network Responsiveness: The Social Structural Microfoundations of Dynamic CapabilitiesAdam M. Kleinbaum and Toby E. Stuart
How Leaders Use Values-based Guidance Systems to Create Dynamic CapabilitiesRosabeth Moss Kanter, Matthew Bird, Ethan S. Bernstein, and Ryan Raffaelli
Heterogeneity in Dynamic Organizational CapabilitiesConstance E. Helfat and Margaret Peteraf
Dynamic Capability as a Theory of Competitive Advantage: Contributions and Scope ConditionsJerker Denrell and Thomas C. Powell
Reconciling Capabilities and Ambidexterity Theories: A Multi-level PerspectiveAlexander Zimmermann and Julian Birkinshaw
Dynamic Capabilities: Implications for Firm Boundaries and Organizational DesignMari Sako and George Chondrakis
Personnel Movement and the Development of Dynamic Capabilities: An Organizational Learning PerspectiveErin Fahrenkopf and Linda Argote
Situating Dynamic Capabilities: A Capability Architecture PerspectiveRobert M. Grant and Anjali Bakhru
Deep Smarts as the Underpinnings of Dynamic CapabilitiesDorothy Leonard and Michelle Barton
The Value of a Legally Astute Top Management Team: A Dynamic Capabilities ApproachConstance E. Bagley
Business Model Design: A Dynamic Capability PerspectiveRaphael Amit and Christoph Zott
Globalization, Capabilities, and Distance: Theory and a Case Study (of China)Pankaj Ghemawat and Thomas M. Hout
An Economic Theory of Dynamic CapabilitiesApril Franco, Matthew Mitchell, and Andrzej Skrzypacz
Bottlenecks, Modules, and Dynamic Architectural CapabilitiesCarliss Y. Baldwin
Organizational Evolution and Dynamic CapabilitiesDaniel A. Levinthal and Alessandro Marino
Historical Change and the Competitive Advantage of Firms: Explicating the “Dynamics” in the Dynamic Capabilities FrameworkR. Daniel Wadhwani and Geoffrey Jones
Explaining Organic Growth Performance: Why Dynamic Capabilities Need Strategy GuidanceGeorge S. Day
A Semi-Formalization of the Dynamic Capability ViewRalf Wilden, Timothy M. Devinney, and Nidthida Lin
The Formalization of Organizational Capabilities and Learning: Results and ChallengesGiovanni Dosi, Marco Faillo, Virginia Cecchini Manara, Luigi Marengo, and Daniele Moschella
Developing Dynamic Capabilities: Identifying and Bridging Capability GapsKyle Mayer and Beverly Rich

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date: 28 February 2021

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The Oxford Handbook of Dynamic Capabilities

Edited by David J. Teece and Sohvi Heaton

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The Oxford Handbook of Dynamic Capabilities

Edited by David J. Teece and Sohvi Heaton

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