Strategic organization, dynamic capabilities, and the external environment

Helfat, Constance E.

doi:10.1177/14761270221115377

Cited by 15 publications

(9 citation statements)

References 33 publications

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“…As an example of the former, a firm in the nascent personal genomics market used its knowledge of the new technology (a resource) to work with regulators to set the rules governing the sale of the product for all firms in the industry (Gao & McDonald, 2022). As another example, Apple used its product design and other capabilities to reshape the market for mobile phones (Helfat, 2022). Shaping actions, in turn, may change the payoffs to resources and capabilities.…”

Section: Opportunities For Future Research On the Resource‐based Viewmentioning

confidence: 99%

Renewing the resource‐based view: New contexts, new concepts, and new methods

Helfat

Kaul

Ketchen

et al. 2023

Strategic Management Journal

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The resource‐based view is an enduring and impactful mainstay of research within strategic management and beyond. This editors' introduction to the special issue on “new directions for the resource‐based view” accomplishes two main tasks. First, we describe the contributions offered by the seven articles contained in the special issue. Second, we explain the potential value to research of incorporating into resource‐based inquiry new contexts (artificial intelligence and digitization, distributed organizations, and stakeholders and sustainability); new concepts (resource redeployment, market shaping through resources and capabilities); and new methods (text analysis and machine learning, formal models, policy capturing). The overall aim of this introduction is to help invigorate the resource‐based view by spotlighting a series of promising new directions.

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Section: Opportunities For Future Research On the Resource‐based Viewmentioning

confidence: 99%

Renewing the resource‐based view: New contexts, new concepts, and new methods

Helfat

Kaul

Ketchen

et al. 2023

Strategic Management Journal

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“…But appeals to complementarity create a black box that needs to be unpacked. And from a strategy perspective, since ecosystems are closely linked to the idea of building capabilities (Helfat, 2022;Helfat and Raubitschek, 2018 also see Jacobides et al, 2018Jacobides et al, : 2270, the underlying processes of capability development need to be more directly and more explicitly linked to firm-specific ecosystems.…”

Section: Unpacking Ecosystems and Their Originsmentioning

confidence: 99%

Microfoundations of ecosystems: The theory-led firm and capability growth

Felin

Foss²

2023

Strategic Organization

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Our argument is that firm-specific theories are critical for ecosystems. We first highlight how existing research on ecosystems lacks microfoundations and tends to be overly structural. We focus on the theory-led firm—the role that a firm-specific theory plays in capability development and the growth of ecosystems. Ecosystems are contingent on firm-specific theories of value. We also discuss the implications of our arguments for search- and demand-based approaches to ecosystems and point toward a theory-based and supply-side alternative.

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“…The second set of essays considers topics that are all to one degree or another connected to the organizational resources and capabilities that underpin strategic advantage. Constance Helfat (2022) revisits the notion of dynamic capabilities, and argues for greater consideration of what she calls “external-facing” dynamic capabilities that may or may not involve resource reconfiguration, but that can nevertheless enable firms to adapt to or shape their external environments. Paola Cillo and Gianmario Verona (coeditor, 2016–2017) (2022) synthesize the vast literature on innovation, pointing out how the strategic organization of innovation can no longer be seen as a narrowly defined function but rather penetrates all aspects of the organization with implications for sustainability and digitalization.…”

Section: Contributions To the Anniversary Issuementioning

confidence: 99%

SO! Far, SO! Good: Strategic Organization at 20

Alexy¹,

Berchicci²,

Dowell³

et al. 2022

Strategic Organization

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By their own account, Joel Baum, Royston Greenwood, and Dev Jennings (Baum et al., 2022) founded Strategic Organization 20 years ago to counter what they saw as a disturbing trend. Namely, they perceived that scholarship on strategy and scholarship on organization were becoming increasingly separate, leading to distinct journals, professional associations, and research agendas underpinned by different disciplines (economics vs sociology), and differentially dominant in different areas of the world. Believing that this increasing differentiation might lead to impoverished understanding of important phenomena, Strategic Organization's founding mission was to support convergence at the intersection of strategy and organization, bridging disciplines, methods, perspectives, and geographies.Since then, although Strategic Organization has grown and evolved, it has remained faithful to its founding mission as reflected in the content of regular issues, in the mix of intellectual backgrounds of our editors and editorial board, and in our special issue themes that inhabit and enrich the intersection between strategy and organization theory. These themes include, for example, "Strategic responses to institutional complexity" (Vermeulen et al., 2016); "Firms, crowds and innovation" (Felin et al., 2017); "Exploring the strategy-identity nexus" (Ravasi et al., 2020); "Temporal work: The strategic organization of time" (Bansal et al., 2022); "Categories and place: Identities, materiality and movements" (forthcoming) (David et al., 2020); "Research frontiers on the attention-based view of the firm" (forthcoming) (Ocasio et al., 2021); and "Impact driven strategy research for grand challenges" (deadline for submissions 30 November 2022) (Williams et al., 2022).The So!apbox Essay format is another long-standing tradition at Strategic Organization, launched in 2003 by the founding editors who described the format in their opening editorial as follows:A soapbox is a platform used by a self-appointed, spontaneous, or informal orator, or, more broadly, an outlet for delivering opinions. These editorial essays provide a forum in which interdisciplinary bridges can be built, methodological traditions discussed, and the field of strategic organization staked out. (Baum et al., 2003: 7) So!apbox essays have become a little longer over time (the word limit has shifted from 2500 to 6000 words), and varied in their orientation-some more phenomenon-oriented, some more theoretical, and some methodological-but they have tracked the field, continuously debating concepts, ideas, methods, and issues at the intersection of strategy and organization. Some have been collected together in So!apbox Debates around themes such as dynamic capabilities (2009), the

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Strategic organization, dynamic capabilities, and the external environment

Cited by 15 publications

References 33 publications

Renewing the resource‐based view: New contexts, new concepts, and new methods

Renewing the resource‐based view: New contexts, new concepts, and new methods

Microfoundations of ecosystems: The theory-led firm and capability growth

SO! Far, SO! Good: Strategic Organization at 20

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