Dynamic Capabilities and Competitive Advantage: A Systematic Review of Conceptual Research 1997-2020
(2020) MGTN59 20201Department of Business Administration
- Abstract
- Dynamic capabilities enable firms to systematically modify their resource base and build competitive advantage. As dynamic capabilities literature is diverging in definition and scope, this research work analyzes conceptual literature on dynamic capabilities regarding commonalities, differences, and development over time. Therefore, a total of 56 publications in eleven highly ranked journals between 1997 and 2020 are reviewed according to five parameters: (1) definition of resources, (2) definition, characteristics, and positioning of dynamic capabilities, (3) role of the manager, (4) role of the external environment, and (5) replicability, transferability, and competitive advantage. Different scholarly contributions are clustered to... (More)
- Dynamic capabilities enable firms to systematically modify their resource base and build competitive advantage. As dynamic capabilities literature is diverging in definition and scope, this research work analyzes conceptual literature on dynamic capabilities regarding commonalities, differences, and development over time. Therefore, a total of 56 publications in eleven highly ranked journals between 1997 and 2020 are reviewed according to five parameters: (1) definition of resources, (2) definition, characteristics, and positioning of dynamic capabilities, (3) role of the manager, (4) role of the external environment, and (5) replicability, transferability, and competitive advantage. Different scholarly contributions are clustered to better understand the research field and its development. The results document that scholarly contributions in dynamic capability research diverge with regard to the five investigated parameters. Two scholarly interpretations of resources, a diverse set of dynamic capability definitions, evidence that top management assumes a crucial role as an asset orchestrator, and a co-evolutionary relationship between a firm and its external environment are identified. Whether and how dynamic capabilities contribute to achieving and potentially sustaining competitive advantage is contingent on factors in the internal and external firm environment. Following a critical discussion of the research findings, a novel synthesization of the investigated scholarly conceptualizations is developed to offer a harmonization of the field by accounting for contingencies and complementarities. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9013033
- author
- Behrendsen, Hendrik LU and Tombach, Alexander LU
- supervisor
- organization
- course
- MGTN59 20201
- year
- 2020
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- strategic management, dynamic capabilities, competitive advantage, resources, organizational change
- language
- English
- id
- 9013033
- date added to LUP
- 2020-06-23 08:27:49
- date last changed
- 2020-06-23 08:27:49
@misc{9013033,
abstract = {{Dynamic capabilities enable firms to systematically modify their resource base and build competitive advantage. As dynamic capabilities literature is diverging in definition and scope, this research work analyzes conceptual literature on dynamic capabilities regarding commonalities, differences, and development over time. Therefore, a total of 56 publications in eleven highly ranked journals between 1997 and 2020 are reviewed according to five parameters: (1) definition of resources, (2) definition, characteristics, and positioning of dynamic capabilities, (3) role of the manager, (4) role of the external environment, and (5) replicability, transferability, and competitive advantage. Different scholarly contributions are clustered to better understand the research field and its development. The results document that scholarly contributions in dynamic capability research diverge with regard to the five investigated parameters. Two scholarly interpretations of resources, a diverse set of dynamic capability definitions, evidence that top management assumes a crucial role as an asset orchestrator, and a co-evolutionary relationship between a firm and its external environment are identified. Whether and how dynamic capabilities contribute to achieving and potentially sustaining competitive advantage is contingent on factors in the internal and external firm environment. Following a critical discussion of the research findings, a novel synthesization of the investigated scholarly conceptualizations is developed to offer a harmonization of the field by accounting for contingencies and complementarities.}},
author = {{Behrendsen, Hendrik and Tombach, Alexander}},
language = {{eng}},
note = {{Student Paper}},
title = {{Dynamic Capabilities and Competitive Advantage: A Systematic Review of Conceptual Research 1997-2020}},
year = {{2020}},
}