dynamic capabilities: what are they?
DESCRIPTION
DYNAMIC CAPABILITIES: WHAT ARE THEY?. 指導老師：戴敏育 淡江資管碩一：陳柏帆 淡江資管碩一：詹益璋 2011/04/01. 介紹 dynamic capabilities 而最近學者開始延伸 RBV 在動態市場裡面，因為傳統的 RBV 裡沒有充分解釋在不可預知的情況下如何才能在迅速變動的環境下讓讓企業有競爭力，或者在不可預知的情況下為何有些企業在迅速變動的環境中仍然保持著競爭力。. DYNAMIC CAPABILITIES. 定義： - PowerPoint PPT PresentationTRANSCRIPT
DYNAMIC CAPABILITIES: WHAT ARE THEY?
指導老師：戴敏育淡江資管碩一：陳柏帆淡江資管碩一：詹益璋 2011/04/01
介紹 dynamic capabilities 而最近學者開始延伸 RBV 在動態市場裡面，
因為傳統的 RBV 裡沒有充分解釋在不可預知的情況下如何才能在迅速變動的環境下讓讓企業有競爭力，或者在不可預知的情況下為何有些企業在迅速變動的環境中仍然保持著競爭力。
DYNAMIC CAPABILITIES
定義： 它是公司使用 resources 的流程，特別是整合過程、
重新配置、增加或釋放資源來配合市場的變化、變動，甚至更進一步創造出新的市場。因此動態能力是組織和策略的流程，也就是為了讓公司可以在各種未知的情況下能達成新資源的配置。
Dynamic capabilities as identifiable, specific processes
整合資源 (integrate resources) 策略決策 (strategic decision) 重新配置企業資源 (reconfiguration
of resources) 協同進化 (coevolving) 增加和釋放資源 (gain and release of
resources)
Commonalities in key features, idiosyncrasy in details
best practice( 最好實踐 ) 意義：
意味著 equifinality commonalities in key features of effective
dynamic capabilities 也意味比起現在的理論建議裡，更能在不同的環境或情況下能替代或互換，也就是可替代性
動態能力的來源不太可能是來自於要持續保持競爭優勢
Market dynamism: moderately dynamic to high-velocity markets
Moderately dynamic markets ：– Along roughly predictable and linear path
High-velocity markets ：– Nonlinear and less predictable
Evolution of dynamic capabilities
Repeated practice – Practice helps people to understand processes
more fully and so develop more effective routines.
Mistakes – Small losses, more than either successes or
major failures, contribute to effective learning (Sitkin, 1992).
Pacing of experience– Experience that comes too fast can overwhelm
managers,leading to an inability to transform experience into meaningful learning.
DISCUSSION
The purpose of this paper is to explore dynamic capabilities and more generally, RBV.
Expanded view of routines Evolution of dynamic capabilities
Towards a new perspective on the resource based view
VRIN dynamic capabilities are themselves the source of longterm competitive advantage in dynamic markets misidentifies the source of that advantage.
RBV thinking overemphasizes the strategic logic of leverage.
RBV misses the strategic role of time.
CONCLUSION
This paper explores dynamic capabilities and,more broadly, RBV.
We conclude that long-term competitive advantage lies in resource configurations,not dynamic capabilities.
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