DYNAMIC CAPABILITIES, WHAT ARE THEY?

By Kathleen M. Eisenhardt, Jeffrey A. Martin. 2000

15,567 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/00c67a6c7c38a95cd639846dbf764936713de0d9

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Citations in the corpus

A Review of Dynamic Capabilities, Innovation Capabilities, Entrepreneurial Capabilities and Their Consequences (2020, background): “Eisenhardt and Martin (2000) submitted that dynamic capabilities comprise of product development, strategic decision making and alliancing.”
Footnotes to Research on Management Innovation (2014, background): “From the rational perspective, for example, Evangelista and Vezzani (2010) found that adoption of management innovations positively affects sales growth; Mol and Birkinshaw (2009) found that management innovations increase productivity; and Yeung, Cheng, and Lai (2006) reported that adoption of qual”
Developing acquired foreign subsidiaries: the experience of MNES in transition economies (2004, background): “Such capabilities enable the MNE to reduce transaction costs when transferring strategic knowledge and to configure the subsidiary’s resources so as to gain local competitive advantage when entering new markets (Eisenhardt and Martin, 2000; Teece et al., 1997).”
Deliberate Learning and the Evolution of Dynamic Capabilities (2002, background): “Recent contributions (Eisenhardt & Martin, 2000; Dosi, Nelson and Winter, 2000) aim at clarifying distinctions among the various constructs.”
Post‐Acquisition Restructuring as Evolutionary Process* (2003, background): “(Eisenhardt & Martin 2000:1107).1 The capabilities of a firm are the outcome of past selection processes, and embody organizational knowledge.”
Environmental Context, Managerial Cognition, and Strategic Action: An Integrated View (2008, background): “Industry velocity comprises both rate (speed) and volatility (unpredictability) of changes in industry variables (Bourgeois and Eisenhardt, 1988; Brown and Eisenhardt, 1997; Eisenhardt, 1989; Eisenhardt and Martin, 2000).”
*Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda (2006, background): “Eisenhardt and Martin (2000), for example, question whether dynamic capabilities are capable of providing a sustainable advantage for firms.”
Short- and Long-Term Performance Feedback and Absorptive Capacity (2015, background): “Organizations that develop their realized absorptive capacity in such an environment focus on shaping and improving current routines that might not be valuable for the changeable and turbulent external environment (eisenhardt & Martin, 2000; Zahra & George, 2002).”
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011, background): “At an organizational level, Eisenhardt and Westcott (1988) found that linking conflicting strategies can spur organizational learning.”
Manufacturing practices, strategic fit and performance: A routine‐based view (2004, background): “RBV (in all its variants) and the evolutionary view are by no means contradictory (Eisenhardt and Martin, 2000).”
An exploration of multinational enterprise knowledge resources and foreign subsidiary performance (2013, background): “From a dynamic capability perspective, these two types of relatedness can facilitate the local reconfiguration of transferred knowledge, and integrate both with existing operations, and with each other (Eisenhardt & Martin, 2000; Kogut & Zander, 1992; Teece et al., 1997).”
Information technology for competitive advantage within logistics and supply chains: A review (2017, background): “the market place (Eisenhardt and Martin, 2000) and hence achievement of competitive advantage.”
When and why do customer solutions pay off in business markets? (2017, neutral): “The RBT posits that the value a strategy creates is dependent on the market environment (Amit and Schoemaker 1993; Eisenhardt and Martin 2000).”