The DOI matches its Crossref record; 14 of the 14 references it cites were found in a registry or an index.
The Organizational Drivetrain: A Road To Integration of Dynamic Capabilities Research
Open accessAbstract
Although the research domain of dynamic capabilities has become one of the most active in strategic management, critics have charged that it is plagued by confusion around the construct itself. In this paper, we uncover a potential reason for this confusion embedded in the unique nature of the construct's development path—a peculiarity that has led to split understandings of what constitutes a dynamic capability. We suggest a solution to this problem in the form of an illustrative metaphor—what we call the “organizational drivetrain.” Our drivetrain represents a theoretical model aimed at combining different views of the definition of dynamic capabilities by explaining how routines and simple rules interact. This shows that it is possible to advance the development of the framework by combining divergent understandings into a coherent whole. We conclude by offering specific recommendations for how to achieve a greater unity of understanding and move the field even further forward.
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Cites
Firm Resources and Sustained Competitive Advantage
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BackgroundUnderstanding dynamic capabilities
Winter, S. G. (2003) · Strategic Management Journal · doi:10.1002/smj.318 · Cited by 5,315
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Helfat, C. E., & Peteraf, M. A. (2003) · Strategic Management Journal · doi:10.1002/smj.332 · Cited by 4,553
Self-citationEntrepreneurship and dynamic capabilities: a review, model and research agenda
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“Others required more judgment to be classified because they have deep connections to multiple perspectives (e.g., Conner & Prahalad, 1996; Helfat & Raubitschek, 2000).”
BackgroundInnovation, organizational capabilities, and the born-global firm
Knight, G. A., & Cavusgil, S. T. (2004) · Journal of International Business Studies · doi:10.1057/palgrave.jibs.8400071 · Cited by 3,013 · cited 1×
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Wade, M., & Hulland, J. (2004) · MIS Quarterly · doi:10.2307/25148626 · Cited by 2,822
A contingent resource-based view of proactive corporate environmental strategy
Aragón-Correa, J. A., & Sharma, S. (2003) · Academy of Management Review · doi:10.5465/amr.2003.8925233 · Cited by 2,362 · cited 1×
“…(2004) 129 Danneels (2002) 266 Madhok (2002) 127 Knight and Cavusgil (2004) 260 Jarzabkowski (2004) 117 Helfat (1997) 251 Kale and Singh (2007) 115 Aragon-Correa and Sharma (2003) 236 Lubatkin, Simsek, Ling, and Veiga (2006) 115 Hitt and colleagues (2001) 235 Santos and Eisenhardt (2005) 115…”
Cited by
Schilke, O., Hu, S., & Helfat, C. E. (2018) · Academy of Management Annals · doi:10.5465/annals.2016.0014 · Cited by 1,226
Aligning with new digital strategy: A dynamic capabilities approach
Yeow, A., Soh, C., & Hansen, R. (2018) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2017.09.001 · Cited by 689
Benner, M. J., & Tushman, M. L. (2015) · Academy of Management Review · doi:10.5465/amr.2015.0042 · Cited by 343
Algorithmic bias in machine learning-based marketing models
Akter, S., Dwivedi, Y. K., Sajib, S., Biswas, K., Bandara, R. J., & Michael, K. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.01.083 · Cited by 242
Saeedikiya, M., Salunke, S., & Kowalkiewicz, M. (2024) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2024.140718 · Cited by 116
Metadata
- Authors
- Di Stefano, G., Peteraf, M., & Verona, G.
- Venue
- Academy of Management Perspectives
- Publisher
- Academy of Management
- Published
- 2014-11
- Volume
- 28
- Issue
- 4
- Pages
- 307-327
- ISSN
- 1558-9080 (ISSN-L)
- 1943-4529
- OpenAlex
- W1972828893
- Cited by
- 307
- References
- 14
- FWCI
- 62.87
- Type
- journal article
- Language
- en
- Open access
- green
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