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Cited by 1,641

The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.

What are dynamic capabilities and are they a useful construct in strategic management?

Ambrosini, Véronique, Bowman, Cliff·2009·International Journal of Management Reviews
DOI 10.1111/j.1468-2370.2008.00251.x
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Abstract

The dynamic capability perspective extends the resource‐based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.

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Metadata

Authors
Ambrosini, V., & Bowman, C.
Venue
International Journal of Management Reviews
Publisher
Wiley
Published
2009-01-05
Volume
11
Issue
1
Pages
29-49
ISSN
  • 1460-8545 (ISSN-L)
  • 1468-2370
DOI
10.1111/j.1468-2370.2008.00251.x
OpenAlex
W2172224377
Cited by
1,641
References
11
FWCI
158.96
Type
journal article
Language
en
Open access
closed

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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.