Dynamic capabilities and operational capabilities: A knowledge management perspective

By Gabriel Cepeda, Dusya Vera. 2007

779 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8307024a5b5441d8f5a19e6c21f02836ed13a876

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

What are Dynamic Capabilities and are They a Useful Construct in Strategic Management (2009, neutral): “The literature is divided about the links between dynamic capabilities and competitive 38 © 2009 The Authors Journal compilation © 2009 Blackwell Publishing Ltd and British Academy of Management advantage (Cepeda and Vera 2007).”
Resource management in big data initiatives: Processes and dynamic capabilities (2017, background): “Big data processes need tochange dueto perturbationsininternal or external environments (Cepeda & Vera, 2007; Eisenhardt & Martin, 2000; Lin, Su, & Higgins, 2016).”
Smart city intellectual capital: an emerging view of territorial systems innovation management (2015, background): “Knowledge management is usually defined as the formalized approach of managing the creation, transfer, retention and utilization of a social entity’s explicit and tacit knowledge (Cepeda & Vera, 2007).”
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “Dynamic capabilities are a firm's ability to integrate, build and reconfigure, internal and external competences or resources to address rapidly changing customer and technological environments (Cepeda & Vera, 2007; Eisenhardt & Martin, 2000; Teece, 2007).”
How Do Firms Adapt to Discontinuous Change? Bridging the Dynamic Capabilities and Ambidexterity Perspectives (2016, background): “Whereas the “basic” capabilities for managing a firm—in terms of operational procedures, budgeting, planning, and so forth—are sufficient in slow-moving environments, success in a fast-moving environment requires “dynamic” capabilities, which can be further broken down into clusters based on sensing”
The potential for technology and knowledge transfers between foreign and local firms: A study of the construction industry in Ghana (2014, background): “KM processes are built upon the dynamic capabilities of firms and also support firms in the development of their knowledge base (Cepeda & Vera, 2007).”
The role of ICT and innovation in enhancing organizational performance: The catalysing effect of corporate entrepreneurship (2017, methodology): “The dynamic capabilities view has been used by many studies examining the contribution of ICT to ﬁ rm value (e.g., Cepeda & Vera, 2007; Kindstrom, Kowalkowski, & Sandberg, 2013; Rohrbeck, 2010; Tian, Wang, Chen, & Johansson, 2010).”
Dynamic Capability Building in Service Value Networks for Achieving Service Innovation (2009, background): “Recently, two empirical studies on knowledge-based dynamic capabilities provide evidence for learning processes as the basis for developing dynamic capabilities (Cepeda & Vera, 2007; Kale & Singh, 2007).”
Innovation intermediaries and collaboration: Knowledge–based practices and internal value creation (2018, positive): “…instance, in collaborative projects intermediaries with other partners may develop new knowledge (Mowery et al., 1996; Gulati, 1999; Kale et al., 2000) and technical and operational capabilities required to deploy such knowledge (Hardy et al., 2003; Cepeda and Vera, 2007; Martín-de Castro, 2015).”
Success factors of knowledge management in temporary organizations (2011, result): “These categories are in line with more general research on KM which identified similar dimensions (Gold et al. 2001; Cepeda and Vera, 2007).”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “Many authors perceive DCs as higher-order capabilities that influence the development of operational capabilities (Cepeda & Vera, 2007; Collis, 1994; Winter, 2003).”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “…it is fair to say that the dynamic capabilities perspective has firmly established itself as one of the most influential theoretical lenses in contemporary management scholarship (see Amburgey, Dacin, & Singh, 2000; Cepeda & Vera, 2007; Di Stefano, Peteraf, & Verona, 2014, for similar assessments).”
The impact of IT capabilities on firm performance: The mediating roles of absorptive capacity and supply chain agility (2013, neutral): “Dynamic capability is regarded as a higher-level routine that is used to adapt operational routines and capabilities to develop new value-creating strategies [12,20,29,57,83].”