Dynamic capabilities and strategic management

# Dynamic capabilities and strategic management > OpenAlex Metadata Hub · https://openalex.org/W2123709218 ## Bibliographic - **DOI:** 10.1002/(sici)1097-0266(199708)18:7<509::aid-smj882>3.0.co;2-z - **Year:** 1997 - **Citations:** 31631 - **Open Access:** No (closed) - **License:** — - **Source:** https://doi.org/10.1002/(sici)1097-0266(199708)18:7<509::aid-smj882>3.0.co;2-z ## Authors - David J. Teece - Gary P. Pisano - Amy Shuen ## Abstract The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm’s (specific) asset positions (such as the firm’s portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is amplified where conditions of increasing returns exist. Whether and how a firm’s competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding internally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing internal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival’s costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd. ## Keywords Competitor analysis, Industrial organization, Complementary assets, Asset (computer security), Portfolio, Competitive advantage, Business, Dynamic capabilities, Balance (ability), Economics, Marketing, Microeconomics, Computer science, Finance ## Concepts - Competitor analysis - Industrial organization - Complementary assets - Asset (computer security) - Portfolio - Competitive advantage - Business - Dynamic capabilities - Balance (ability) - Economics - Marketing - Microeconomics - Computer science - Finance - Computer security - Medicine - Physical medicine and rehabilitation --- *Metadata only — full text not imported unless Open Access license permits.*

Bài “Dynamic capabilities and strategic management” được TradingBase chuyển thành Knowledge Product cho trader — không phải trang đọc abstract OpenAlex. Tóm lược học thuật (đã diễn giải): The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm’s (specific) asset positions (such as the firm’s portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is amplified where conditions of increasing returns exist. Whether and how a firm’s competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding internally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change… Phần Trading Insights bên dưới nối nghiên cứu với Forex, vàng, USD, lãi suất và risk regime — để bạn đưa vào journal và playbook. Metadata DOI/OA chỉ là rail tham chiếu; nội dung chính là summary, takeaways và ứng dụng thị trường do Content Factory sinh.