
Contents
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1. Introduction 1. Introduction
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2. Models of Strategy Emphasizing Efficiency 2. Models of Strategy Emphasizing Efficiency
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2.1. Resource‐Based Perspective 2.1. Resource‐Based Perspective
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2.2. The Dynamic Capabilities Approach: Overview 2.2. The Dynamic Capabilities Approach: Overview
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3. Toward a Dynamic Capabilities Framework 3. Toward a Dynamic Capabilities Framework
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3.1. Terminology 3.1. Terminology
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3.2. Markets and Strategic Capabilities 3.2. Markets and Strategic Capabilities
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3.3. Processes, Positions, and Paths 3.3. Processes, Positions, and Paths
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Organizational and Managerial Processes Organizational and Managerial Processes
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Positions Positions
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Paths Paths
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Assessment Assessment
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3.4. Replicability and Imitatability of Organizational Processes and Positions 3.4. Replicability and Imitatability of Organizational Processes and Positions
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4. Conclusion 4. Conclusion
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4.1. Efficiency Versus Market Power 4.1. Efficiency Versus Market Power
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4.2. Normative Implications 4.2. Normative Implications
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4.3. Future Directions 4.3. Future Directions
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References References
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12 Dynamic Capabilities and Strategic Management
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Published:November 2001
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Abstract
The chapter tries to conceptualize different forms of competence and relate them to both organization theory and strategic management. A general premise is that organizations embody coherent structures of tasks and competences, with distinctive governance modes, which do not replicate either pure market arrangements or any ‘nexus of contracts’. The authors identify the specificities of each firm in terms of (1) organizational processes (including their operating routines), (2) positions (broadly defined to cover their specific assets, their location along the value chain, and their relationships with suppliers and customers), and (3) paths (i.e. their patterns of change in the former two sets of characteristics). The chapter emphasizes the stickiness over time of distinct organizational capabilities and, thus, also the constraints that the past learning history of the organization puts upon the degrees of discretionality of strategic management. This perspective on organizations and organizational learning clearly shifts the focus of analysis from rather product positioning or ‘clever strategizing’ to the process of problem‐solving and organizational governance, and, dynamically, to competence‐enhancing strategies.
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