What are Dynamic Capabilities and are They a Useful Construct in Strategic Management

By Véronique Ambrosini, Cliff Bowman. 2009

1,694 citations recorded by the source corpus.

Subfields: Business and International Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e112864848776c67124453fa8e58c98bf105f711

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Citations in the corpus

Antecedents and enablers of supply chain agility and its effect on performance: a dynamic capabilities perspective (2013, positive): “As such, the possession of dynamic capabilities, enabling for example the speedy reconfiguration of a firm’s supply chain, promises to hold great potential, especially in today’s dynamic and fast-changing environment (Ambrosini and Bowman 2009).”
The Essence of Dynamic Capabilities and their Measurement (2018, neutral): “This is manifest in the multiple literature reviews that map the theoretical developments and empirical research results related to dynamic capabilities (Ambrosini and Bowman 2009; Barreto 2010; Di Stefano et al .”
Exploring the impact of big data analytics capabilities on business model innovation: The mediating role of entrepreneurial orientation (2021, neutral): “The DCV emerged as a theoretical extension of the Resource-Based View (RBV) to explain how firms manage to remain competitive in the long run within turbulent environments (Ambrosini & Bowman, 2009).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, positive): “Ambrosini and Bowman (2009) Stress the mediating effect of the organizational resource base in the DCs - performance/competitive advantage relationship.”
Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm (2011, neutral): “Research on dynamic capabilities has shown that these resources lose their competitive relevance over time [16-18].”
The elephant in the room of Dynamic Capabilities: Bringing two diverging conversations together (2012, background): “And indeed, as Zahra et al. (2006), Ambrosini and Bowman (2009), Wu (2010), and others have noted, empirical work on dynamic capabilities remains sparse, with uneven and disjointed findings.”
Knowledge-based Dynamic Capabilities and Innovation in Networked Environments (2011, background): “Knowledge-based dynamic capabilities enable the firm to renew their knowledge base continually and thus able to address the changing environments (Ambrosini and Bowman, 2009).”
Organizational Ambidexterity in Action: How Managers Explore and Exploit (2011, background): “One promising stream of research has focused on how dynamic capabilities may underpin the ability of firms to sense, seize, and reconfigure organizational assets to adapt to changed environmental conditions.(10) With dynamic capabilities, sustained competitive advantage comes from the firm’s ability”
Creating dynamic capabilities to increase customer value (2011, methodology): “Dynamic capabilities focus on the firm’s ability to face rapidly changing environments, in order to create and renew resources, and change the resources mix (Ambrosini and Bowman, 2009; Bowman and Ambrosini, 2003; Teece et al., 1997).”
Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China (2014, background): “Some scholars believe that dynamic capabilities are the key to competitive advantage (Ambrosini & Bowman, 2009; Helfat & Peteraf, 2009; Helfat et al., 2007; Teece, 2007; Teece et al., 1997), while some others argue that dynamic capabilities do not manifest the characteristics of heterogeneity, thus…”
Processes, antecedents and outcomes of dynamic capabilities (2014, methodology): “However, all of the ones mentioned above are internal to the organisation, and it is argued that external factors may also act as enablers (or inhibitors) of DCs: the pace of industry changes, for example (Ambrosini & Bowman, 2009; Winter, 2003).”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, positive): “However, they provide a stable platform on which to develop dynamic capabilities, which then act as transmission mechanisms improving ordinary capabilities and building a new sustainable resource base (Ambrosini and Bowman, 2009, Schilke, 2014, Teece, 2014).”
The development of the resource-based view of the firm: A critical appraisal (2009, positive): “The literature on dynamic capabilities should be viewed as a complement to the RBV (Ambrosini and Bowman 2009; Wang and Ahmed 2007).”