DYNAMIC CAPABILITIES, WHAT ARE THEY?
DYNAMIC CAPABILITIES, WHAT ARE THEY?
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DOI：
10.1002/1097-0266(200010/11)21:10/11
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发表时间：
2000-10
影响因子：
8.3
通讯作者：
K. Eisenhardt;Jeffrey A. Martin
中科院分区：
文献类型：
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作者：
K. Eisenhardt;Jeffrey A. Martin
试图提出一个更好的理解动态能力和资源为基础的公司的观点。动态能力被认为是“企业实现新的资源配置的组织和战略惯例”。“动态能力是可识别的和特定的例程，可以服务于不同的目的，包括整合资源，重新配置企业内部的资源，并指导资源的获取和释放。各种例子，如产品开发过程和结盟，进行了讨论。企业之间可以看到与有效动态能力有关的共性，尽管这并不意味着这些能力完全相同。市场的动态性会影响动态能力的可持续性和这些能力的因果模糊性。适度动态的市场看到的是稳健的、有规律的常规，而高速市场则经历简单的规则和真正的知识创造。这些动态能力在一个公司内的演变是独特的，但公司的个人路径是由众所周知的学习机制。竞争优势不在于动态能力本身，而在于管理者利用这些动态能力建立的资源配置。（SRD）
Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm. Dynamic capabilities are considered to be the "organizational and strategic routines by which firms achieve new resource configurations." Dynamic capabilities are identifiable and specific routines that can serve different purposes, including integrating resources, reconfiguring resources within firms, and guiding the gain and release of resources. Various examples such as the product development process and alliancing, are discussed. Commonalities related to effective dynamic capabilities can be seen across firms though this does not mean that these capabilities are exactly alike. The dynamism of the market can impact the sustainability of the dynamic capabilities and the causal ambiguity of these capabilities. Moderately dynamic markets see robust, grooved routine, while high velocity markets experience simple rules and real-knowledge creation. The evolution of these dynamic capabilities within a firm are unique but the firm's individual path is shaped by well-known learning mechanisms. Competitive advantage does not lie in the dynamic capabilities themselves but rather in the resource configurations that managers build using these dynamic capabilities. (SRD)