Dynamic Capabilities: Understanding Strategic Change in Organizations
February 2009, Wiley-Blackwell
Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.
1. Dynamic Capabilities: Foundations.
2. Managers, Markets, and Dynamic Capabilities.
3. Dynamic Capabilities and Organizational Processes.
4. Executives, Dynamic Capabilities, and Strategic Change.
5. Relational Capabilities: Drivers and Implications.
6. Acquisition-Based Dynamic Capabilities.
7. Firm Growth and Dynamic Capabilities.
8. Dynamic Capabilities: Future Paths and Possibilities.
Glossary of Terms.
List of Case Examples.
Sydney Finkelstein is the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth. Will Mitchell is the J. Rex Fuqua Professor of International Management and Professor of Strategy at Duke University’s Fuqua School of Business. Margaret A. Peteraf is Professor of Strategic Management and Organization at the Tuck School of Business at Dartmouth. Harbir Singh is the William and Phyllis Mack Professor at the Wharton School, and the Co-Director of the Mack Center for Technological Innovation. David J. Teece is the Mitsubishi Bank Professor and Director of the Institute of Management, Innovation and Organization, Haas School of Business, University of California, Berkeley. Sidney G. Winter is the Deloitte and Touche Professor of Management at The Wharton School of the University of Pennsylvania.
- Shows how firms must adapt to and exploit changes in their
business environment in order to survive - ie they need 'dynamic
- Provides a succinct yet comprehensive definition of dynamic
- Offers case examples and empirical performance measures to test
the concept of dynamic capability and demonstrate how it can be
- Examines the organizational and managerial processes that
underly the successful evolution of capabilities.
- Develops the concept of 'dynamic managerial capabilities' to explore managers' capacity to create or extend their corporate resources.