The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach

Wilden, R; Devinney, TM; Dowling, GR

The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach

Wilden, R Devinney, TM Dowling, GR

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Publication Type:: Journal Article
Citation:: Academy of Management Annals, 2016, 10 (1), pp. 997 - 1076
Issue Date:: 2016-01-01

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Field	Value	Language
dc.contributor.author	Wilden, R	en_US
dc.contributor.author	Devinney, TM	en_US
dc.contributor.author	Dowling, GR https://orcid.org/0000-0003-3055-5982	en_US
dc.date.issued	2016-01-01	en_US
dc.identifier.citation	Academy of Management Annals, 2016, 10 (1), pp. 997 - 1076	en_US
dc.identifier.issn	1941-6520	en_US
dc.identifier.uri	http://hdl.handle.net/10453/122495
dc.description.abstract	© 2016 Academy of Management. Abstract: The dynamic capability view (DCV) of the firm has become one of the leading frameworks aimed at identifying drivers of long-term firm survival and growth. Yet, despite considerable academic interest, there are many questions about what dynamic capabilities (DCs) are, how they relate to other organizational operations, and how they relate to firm performance. In this article, we provide a unique and comprehensive examination of the DCV literature that goes beyond past reviews by combining text-based analysis with surveys of, and interviews with, researchers in the field. With this approach, we are able to examine the evolution of the DCV in written literature and identify missing research themes. Based on this review, we argue that future research will benefit from integrating the DCV with configuration theory and the recent micro foundational thinking. We encapsulate this discussion via an architectural model of the DCV (entitled “House of Dynamic Capabilities”) that combines micro foundations underlying DCs at the varying levels of analysis (individual, business unit, and organizational) while also accounting for important enablers of DCs and firm strategic orientation. We also show how this logic requires a completely different set of methodological approaches to those currently in use.	en_US
dc.relation.ispartof	Academy of Management Annals	en_US
dc.relation.isbasedon	10.1080/19416520.2016.1161966	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	10	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	10	en_US

Abstract:

© 2016 Academy of Management. Abstract: The dynamic capability view (DCV) of the firm has become one of the leading frameworks aimed at identifying drivers of long-term firm survival and growth. Yet, despite considerable academic interest, there are many questions about what dynamic capabilities (DCs) are, how they relate to other organizational operations, and how they relate to firm performance. In this article, we provide a unique and comprehensive examination of the DCV literature that goes beyond past reviews by combining text-based analysis with surveys of, and interviews with, researchers in the field. With this approach, we are able to examine the evolution of the DCV in written literature and identify missing research themes. Based on this review, we argue that future research will benefit from integrating the DCV with configuration theory and the recent micro foundational thinking. We encapsulate this discussion via an architectural model of the DCV (entitled “House of Dynamic Capabilities”) that combines micro foundations underlying DCs at the varying levels of analysis (individual, business unit, and organizational) while also accounting for important enablers of DCs and firm strategic orientation. We also show how this logic requires a completely different set of methodological approaches to those currently in use.

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http://hdl.handle.net/10453/122495