Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?^*

Abstract

Modern strategic management theories try to explain why firms differ, because new sources of competitive advantage are keenly sought in the dynamic and complex environment of global competition. Two areas in particular have attracted the attention of researchers: the role of dynamic capabilities, and the firm's abilities for knowledge management. In this paper, we argue that there is a link between these two concepts, which has not been fully articulated in the literature. The aim of the paper is therefore to ascertain the conceptual connection between them as a basis for future research. Our proposed framework acknowledges and critiques the distinct roots of each field, identifies boundaries, and proposes relationships between the constructs and firm performance.

The use of organizational capabilities to increase customer value

“…Consequently, Teece et al (1997) posited the dynamic capabilities view (DCV) to address that gap. As a result, the current view is that the DCV is an extension of the RBV Ambrosini, Bowman, & Collier, 2009;Barreto, 2010;Easterby-Smith & Prieto, 2008).…”

Fiscalização de contratos de serviços terceirizados: desafios para a universidade pública

“…Nevertheless, some authors have noted that the bottleneck for applying knowledge management practices in the relationship between outsourced companies resides often in the poor qualification of these towards knowledge management (KM), including the creation, imparting, integration and use of knowledge (Liu & Deng, 2015;Easterby-Smith & Prieto, 2008). To Oliveira & Villardi (2012) the issue of learning poses extra challenges of significant depth and urgency when addressing public organizations, as they require faster adaptation to the context of social, political, economic and cultural change, in response to the pressure exercised by the State and by its own legitimacy towards society.…”

Transforming from service providers to solution providers: implications for provider-customer relationships and customer-induced solution innovation

“…Exploitative learning mirrors the firm's capacity to make use of acquired knowledge. Finally, transformative learning combines the other learning strategies and is associated with properly retaining and storing knowledge (Cohen and Levinthal, 1990;Easterby-Smith and Prieto, 2008;Ritala and Hurmelinna-Laukkanen, 2013).…”