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Please use this identifier to cite or link to this item: http://dspace.lib.cranfield.ac.uk/handle/1826/7115

Document Type: Article
Title: What are dynamic capabilities and are they a useful construct in strategic management?
Authors: Ambrosini, Veronique
Bowman, Cliff
Issue Date: 2009
Citation: Veronique Ambrosini and Cliff Bowman, What are dynamic capabilities and are they a useful construct in strategic management?, International Journal of Management Reviews, Volume 11, Issue 1, March 2009, Pages 29–49
Abstract: The dynamic capability perspective extends the resource-based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.
URI: http://dx.doi.org/10.1111/j.1468-2370.2008.00251.x
http://dspace.lib.cranfield.ac.uk/handle/1826/7115
Appears in Collections:Staff publications - School of Management

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