Dynamic Capabilities and Strategic Management: Organizing for Innovation and Growth

By David J. Teece. 2009

711 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/69864e63c49fc61a87a3226df9f5cd1fb2bb69d5

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Citations in the corpus

Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, methodology): “…dynamic capabilities perspective’s key assumptions that have received considerable attention pertain to decision makers’ bounded rationality (Augier & Teece, 2009; MacLean, MacIntosh, & Seidl, 2015) and their agency in promoting strategic change (Di Stefano et al., 2014; Helfat & Peteraf, 2015),…”
Knowledge-based Dynamic Capabilities and Innovation in Networked Environments (2011, background): “In Teece’s recent works he tried to refine dynamic capabilities as the capabilities that enable business enterprises to create, deploy, and protect the intangible assets that support superior and long business performance (Teece, 2007, 2009).”
Top management knowledge value, knowledge sharing practices, open innovation and organizational performance (2019, background): “A possible reason may be that knowledge-oriented leaders support the development of knowledge sharing practices for making SMEs effectively sense and seize opportunities to innovate (Donate & Sánchez de Pablo, 2015; Teece, 2009) and stay competitive in dynamic markets.”
Toward a Dynamic Theory of Global Production Networks (2015, background): “In some cases, this process of externalization entails exiting lower value-added activities so that the firm can focus on building and sustaining its higher-order and more costly dynamic capabilities (Teece 2009).”
Global Value Chains in a Postcrisis World: Resilience, Consolidation, and Shifting End Markets (2010, methodology): “A second explanation of the collapse in world trade in the recent downturn is that economic globalization has resulted over decades in a steady increase in the income elasticity of world trade, so that the relatively large GDP decline in recent years has been matched by a historic decline in the vol”
Heterogeneous resources and the financial crisis: implications of strategic management theory (2009, unknown): “These assets can be specific to certain firms, and ‘co-specialized’ with other assets, such that they generate value only in certain combinations (Teece, 2009).”