Dynamic capabilities framework and its transformative contributions

• 成果类型: Article
• 署名作者: Cavusgil, S. Tamer; Deligonul, Seyda Z.
• 署名单位: University System of Georgia; Georgia State University
• 刊物名称: JOURNAL OF INTERNATIONAL BUSINESS STUDIES
• ISSN/ISSBN: 0047-2506
• DOI: 10.1057/s41267-024-00758-8
• 发表日期: 2025
• 页码: 33-42
• 关键词: dynamic capabilities; Competencies; Competitive advantage; Firm strategy; Holistic theory development

摘要

Dynamic capabilities refer to an organization's ability to integrate, build, and reconfigure internal and external competencies to address a rapidly developing environment. In his highly influential 2014 JIBS paper, David Teece provides a holistic explanation of how firms can: achieve sustained competitive advantage, adjust and preserve superior performance, and adapt to changing environments. The article, along with Teece's related contributions, is remarkable in that it has led us to rethink and reframe our conventional understanding of markets, strategy, competitive advantage, and the firm. In this commentary, we reflect on the transformative contributions of the article. We argue that the dynamic capabilities framework provides a foundation for theorizing and developing a coherent logic that guides theory development. In today's fast-paced global market, multinational enterprises (MNEs, companies operating in multiple countries) need to be agile and adaptable to stay competitive. This study explores the concept of dynamic capabilities (skills and processes enabling firms to integrate, build, and reconfigure resources to adapt to changing environments). Unlike operational capabilities, which focus on maintaining current operations, dynamic capabilities help firms innovate and respond to new challenges. The research highlights the importance of these capabilities for MNEs, especially in the face of nationalism (preference for domestic over foreign products), market instability, and cultural differences. The study draws on David Teece's influential work on dynamic capabilities, which has gained significant attention across various disciplines. This study reflects on the dynamic capabilities framework (DCF, a structured approach to understanding dynamic capabilities) and its implications for international business and MNEs. It is not a review of the literature but rather an exploration of how the DCF emerged as a distinct framework. The research differentiates dynamic capabilities from ordinary capabilities and addresses criticisms of the DCF. It examines the early development of the framework, linking it to behavioral theory (study of how psychological factors affect decision-making), resource-based view (RBV, a management tool for identifying strategic resources), and transaction cost economics (study of costs incurred in making an economic exchange). The study emphasizes the role of learning in dynamic capabilities, highlighting how they revolutionize traditional perceptions of organizational learning. The research also discusses how the DCF leads to a reconceptualization of markets, strategy, competitive advantage, and the nature of the firm. The results of this study underscore the transformative impact of dynamic capabilities on MNEs. The research concludes that dynamic capabilities are essential for MNEs to navigate and shape global markets. They enable firms to balance stability with adaptability, fostering innovation and resilience. The study advances our understanding of how MNEs can leverage dynamic capabilities to maintain a competitive edge. The potential impact of this research lies in its ability to guide MNEs in strategic decision-making and resource allocation. Future implications include further exploration of dynamic capabilities in different cultural and institutional contexts, as well as their role in fostering sustainable competitive advantage.This text was initially drafted using artificial intelligence, then reviewed by the author(s) to ensure accuracy. Les capacit & eacute;s dynamiques d & eacute;signent l'aptitude d'une organisation & agrave; int & eacute;grer, construire et reconfigurer des comp & eacute;tences internes et externes pour faire face & agrave; un environnement qui & eacute;volue rapidement. Dans son article tr & egrave;s influent publi & eacute; dans la revue JIBS en 2014, David Teece apporte une explication holistique de la mani & egrave;re dont les entreprises peuvent : obtenir un avantage concurrentiel durable, ajuster et pr & eacute;server des performances sup & eacute;rieures, et s'adapter & agrave; des environnements changeants. L'article, ainsi que les contributions connexes de Teece, est remarquable dans la mesure o & ugrave; il nous a amen & eacute;s & agrave; repenser et & agrave; recadrer notre compr & eacute;hension conventionnelle des march & eacute;s, de la strat & eacute;gie, de l'avantage concurrentiel et de l'entreprise. Dans ce commentaire, nous r & eacute;fl & eacute;chissons aux contributions transformatrices de l'article. Nous argumentons que la perspective des capacit & eacute;s dynamiques fournit une base pour la th & eacute;orisation et le d & eacute;veloppement d'une logique coh & eacute;rente qui guide l'& eacute;laboration de la th & eacute;orie. Las capacidades din & aacute;micas se refieren a la habilidad de una organizaci & oacute;n para integrar, construir y reconfigurar competencias internas y externas para hacer frente a un entorno que se desarrolla r & aacute;pidamente. En su influyente art & iacute;culo de 2014 en JIBS, David Teece proporciona una explicaci & oacute;n hol & iacute;stica de c & oacute;mo las empresas pueden: lograr una ventaja competitiva sostenida, ajustar y mantener un desempe & ntilde;o superior, y adaptarse a entornos cambiantes. El art & iacute;culo, junto con las contribuciones relacionadas de Teece, es notable ya que nos ha llevado a repensar y replantear nuestra comprensi & oacute;n convencional de los mercados, la estrategia, la ventaja competitiva y la empresa. En este comentario, reflexionamos sobre las contribuciones transformadoras del art & iacute;culo. Argumentamos que el marco de capacidades din & aacute;micas proporciona una base para teorizar y desarrollar una l & oacute;gica coherente que gu & iacute;a el desarrollo de la teor & iacute;a. Capacidades din & acirc;micos referem-se & agrave; capacidade de uma organiza & ccedil;& atilde;o de integrar, construir e reconfigurar compet & ecirc;ncias internas e externas para lidar com um ambiente em r & aacute;pido desenvolvimento. Em seu altamente influente artigo do JIBS de 2014, David Teece fornece uma explica & ccedil;& atilde;o hol & iacute;stica de como empresas podem: obter vantagem competitiva sustentada, ajustar e preservar superior desempenho e adaptar-se a ambientes em mudan & ccedil;a. O artigo, juntamente com relacionadas contribui & ccedil;& otilde;es de Teece, & eacute; not & aacute;vel na medida em que nos levou a repensar e reformular nosso entendimento convencional sobre mercados, estrat & eacute;gia, vantagem competitiva e a empresa. Neste coment & aacute;rio, refletimos sobre as contribui & ccedil;& otilde;es transformadoras do artigo. Argumentamos que o modelo de capacidades din & acirc;micas fornece uma base para teorizar e desenvolver uma l & oacute;gica coerente que orienta o desenvolvimento da teoria. (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic),(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).David Teece (sic)(sic)2014 (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)JIBS (sic)(sic)(sic), (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic),(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic)Teece(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic), (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic),(sic)(sic),(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic)(sic)(sic), (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).(sic)(sic)(sic)(sic), (sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic)(sic).