Dynamic Capability as Fashion
Dynamic Capability as Fashion
复制标题
动态能力成为时尚
DOI：
10.7880/abas.14.83
复制
发表时间：
2015
影响因子：
--
通讯作者：
Mitsuhiro Fukuzawa
中科院分区：
文献类型：
--
作者：
Mitsuhiro Fukuzawa
1.引言如何最好地与环境和组织建立适应性状态的问题一直是战略和组织理论中的一个重要且基本的主题(Andrews, 1971; Chandler, 1962; Miles & Snow, 1978)。动态能力研究1（以下简称“DC”）出现于 20 世纪 90 年代后半叶至 2000 年代初期，研究组织如何获得并维持竞争优势以克服运营环境的变化2（例如，Dosi, Nelson, & Winter, 2000；Eisenhardt & Martin, 2000；Helfat, Finkelstein, Mitchell, Peteraf, Singh, Teece 等，2007；Helfat 和 Peteraf，2003；Teece、Pisano 和 Shuen，1997；蒂斯等人。 （1997）因即使只有一篇随后发表的工作论文而被引用而闻名。紧随其后的是艾森哈特和马丁（2000），以及佐洛和温特（2002）等研究人员3，他们研究了关注关键词“能力”的惯例和组织学习。这三篇有影响力的论文引用了以下构成DC的概念：1）环境变化的水平； 2）组织流程或惯例； 3）资源配置； 4）管理者的角色（例如，有关资源投资和配置的决策）； 5）学习机制。后来，许多研究人员采用了基于资源的观点（RBV），并推进他们的研究，只要其中包含关键字“变化”、“竞争优势”或“能力”，就以DC为基础，尽管这些论文只是提供了静态资源状态和相关变化的描述。通过随意标记 RD Teece 等人的研究，1997； Zollo 和 Winter，2002）提出了后来在数十篇论文中引用的基本概念。5 DC 概念的实施作为可持续竞争优势的来源：Teece 等人。 (1997)蒂斯等人。 (1997) 创建并实施了 DC 概念来解释为什么一些公司可以在快速变化的环境中建立竞争优势。根据蒂斯等人的说法。 (1997)，DC是“企业“整合、建立和重新配置内部和外部能力以应对快速变化的环境”的能力(Teece et al., 1997, p. 516)。DC是一个企业特定的过程，它成为可持续竞争优势来源的原因如下：1）组织本身的结构和过程是特殊的；2）组织过程是由公司的历史决定的。 （即路径依赖）；3）组织的资源配置是异质的。组织过程可以分为三个主要角色：协调和整合、学习和重新配置。 6 关注管理能力：Eisenhardt 和 Martin (2000)。 （2000）指出“公司使用资源的流程——特别是整合、重新配置、获取和释放资源的流程——以匹配甚至创造市场变化。因此，动态能力是企业在市场出现、碰撞、分裂、演变和消亡时实现新资源配置的组织和战略惯例”（Eisenhardt & Martin，2000，p. …
1. IntroductionThe question of how best to create an adaptive state with environments and organizations has been an important and fundamental theme in strategic and organizational theory (Andrews, 1971; Chandler, 1962; Miles & Snow, 1978). Research on dynamic capability1 (hereafter abbreviated as "DC") emerged from the latter half of the 1990s to the early 2000s as a study on how an organization gains and sustains competitive advantage to overcome changes in the operating environment2 (e.g., Dosi, Nelson, & Winter, 2000; Eisenhardt & Martin, 2000; Helfat, Finkelstein, Mitchell, Peteraf, Singh, Teece et al., 2007; Helfat & Peteraf, 2003; Teece, 2007; Teece, Pisano, & Shuen, 1997; Zollo & Winter, 2002). Teece et al. (1997) were famous for being quoted even while having only a working paper, which was subsequently published. They were followed by Eisenhardt and Martin (2000), and researchers3 such as Zollo and Winter (2002) studied routines and organizational learning focusing on the keyword "capability." These three influential papers cite the following concepts that comprise DC: 1) the level of environmental change; 2) organizational processes or routines; 3) resource configuration; 4) the role of managers (for example, decision making with regard to resource investment and allocation); and 5) learning mechanisms. Later, many researchers adopted a resource-based view (RBV) and advanced their studies as being based on DC if they contained the keywords "change," "competitive advantage," or "capability" though these papers did no more than provide descriptions of static resource states and the related changes. By casually labeling research on RD Teece et al., 1997; Zollo & Winter, 2002) suggest fundamental concepts that were later cited in scores of papers.5Implementation of DC concepts as the source of sustainable competitive advantage: Teece et al. (1997)Teece et al. (1997) created and implemented DC concepts to explain why some companies can build competitive advantage in rapidly changing environments. According to Teece et al. (1997), DC is "the firm's ability of a company to "integrate, build, and reconfigure internal and external competences to address rapidly changing environments" (Teece et al., 1997, p. 516). DC is a firm-specific process, and the reasons for it being the source of sustainable competitive advantage are as follows: 1) the structure and processes of organizations themselves are idiosyncratic; 2) organizational processes are determined by the companies' history (i.e., path dependency); and 3) the resource configuration of an organization is heterogeneous. A company derives competitive advantage from its organizational processes (both organizational and managerial). Organizational processes can be divided into three primary roles: coordination and integration, learning, and reconfiguration. The processes themselves are formed by the current assets held by the company and the path the company has taken to that point.6A focus on managerial capability: Eisenhardt and Martin (2000)Eisenhardt and Martin (2000) state that "the firm's process that use resources-specifically the processes to integrate, reconfigure, gain, and release resources-to match and even create market change. Dynamic capabilities thus are the organizational and strategic routines by which firms achieve new resource configuration as markets emerge, collide, split, evolve, and die" (Eisenhardt & Martin, 2000, p. …
DOI：
--
发表时间：
2007-01
期刊：
--
影响因子：
--
作者：
C. Helfat
通讯作者：
C. Helfat
(2007) 围绕共同注意力的发展和障碍的问题
DOI：
--
发表时间：
2007
期刊：
影响因子：
--
作者：
吉田甫;玉井智;大川一郎;土田宣明;田島信元;川島隆太;泰羅雅登;杉本幸司;大神 英裕;吉田甫・片桐惇志・大川一郎・土田宣明・高橋伸子・石川真理子・宮田正子・坂口佳江・箱岩千代治;孫琴・吉田甫;大神英裕;古橋啓介;大神英裕
通讯作者：
大神英裕