The Evolving Firm: How Dynamic and Operating Capabilities Interact to Enable Entrepreneurship

British Journal of Management - Tập 20 Số s1 - 2009
Lance R. Newey1, Shaker A. Zahra2
1University of Queensland
2Strategic Management and Entrepreneurship

Tóm tắt

In this study, we expand our understanding of firm evolution by focusing on how operating and dynamic capabilities interact through endogenously led changes. The focus on endogenous change complements the current emphasis in the literature on how dynamic capabilities help firms cope with the risk of core rigidities following an exogenous shock. Our comparison of two collaborating firms shows that, at the operating capability level, firms build absorptive capacity in value networks during their product development experiences and this learning needs to be captured at the product portfolio planning level. When this learning is captured and transformed, product portfolio planning acts as a dynamic capability reconfiguring operating capabilities based on beliefs about follow‐on entrepreneurial opportunities. Under conditions of endogenous change, dynamic capabilities are guided by a proactive entrepreneurial logic, complementing the need for reactive adaptive responses in circumstances of exogenous change. A key implication is that dynamic capabilities have a more expansive and critical role in the adaptation of firms than previously considered. Our theorizing shows how interactions between dynamic and operating capabilities build the adaptive capacity of the organization.

Từ khóa


Tài liệu tham khảo

Christensen C. M., 1997, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

Christensen C. M., 2003, The Innovator's Solution

10.1016/0048-7333(93)00764-K

10.2307/2393553

10.1002/smj.4250150910

10.1080/08956308.2000.11671338

Dosi G., 2000, The Nature and Dynamics of Organizational Capabilities, 1

10.2307/258557

10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E

10.1287/orsc.1050.0140

10.2307/256318

10.1002/smj.332

10.1002/1097-0266(200010/11)21:10/11<961::AID-SMJ132>3.0.CO;2-E

Helfat C. E., 2007, Dynamic Capabilities: Understanding Strategic Change in Organizations

10.1287/orsc.1050.0150

10.1287/mnsc.48.2.171.253

10.5465/amr.2006.22527456

10.2307/259349

10.5465/AMR.2006.19379629

10.1002/smj.4250131009

10.1002/job.4030150106

10.1287/orsc.2.1.71

10.1016/S0956-5221(97)00020-1

Pisano G. P., 1997, The Development Factory: Unlocking the Potential of Process Innovation

10.1002/smj.613

10.2307/259271

Smit H. T. J., 1999, Real Options and Business Strategy: Applications to Decision Making, 21

10.1093/sw/46.2.125

10.5465/AMJ.2006.22083020

10.1002/smj.640

10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z

10.5465/amr.2007.25275513

10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R

10.2307/41165852

Van den Bosch F., 2003, The Blackwell Handbook of Organizational Learning and Knowledge Management

10.1016/S0048-7333(03)00107-0

10.1002/smj.318

Yin R. K., 2003, Case Study Research: Design and Methods

10.2307/4134351

10.1111/j.1467-6486.2006.00616.x

10.1287/orsc.13.3.339.2780

Thông tin
Thông tin xuất bản

British Journal of Management

Tập 20 Số s1

Thông tin tác giả