Dynamic Capabilities and Flexibility-Strategies

Theoretical Background
 

Strategic management scholars increasingly try to explain competitive advantages by specific non-substitutable competencies that are not easily imitated by rivals. This approach neglects the fact that the environment is constantly changing and companies, therefore, must have a high degree of strategic flexibility that combines or further develops a company’s resource base. Strategic management scholars refer to these competencies by using the term dynamic capabilities.

Objective
 

The primary objective is to gain knowledge regarding the origin of Dynamic Capabilities and how they can be implemented within the scope of strategic processes.

Methods
 

To achieve the outlined research objectives, qualitative and quantitative methods are required. A comprehensive literature analysis regarding dynamic capabilities is conducted. In parallel or subsequently, a survey at company level is carried out. This survey inquires the basic requirements and coherences of dynamic capabilities within strategic processes. Subsequently, data of our empirical study, which is analyzed by elaborated statistical methods, sheds more light on this issue. Thus, causal relationships and potentials of dynamic capabilities in the strategic process are revealed.

Selected Publications

Innovation Strategy Explored: Innovation Orientation’s Strategy Preconditions and Market Performance Outcomes (Ricarda B. Bouncken, Thorsten Teichert, Michael Koch), in: Zeitschrift für Betriebswirtschaft (ZfB), Band Special Issue, Nr. 2, 2007, S. 19 - 43. (Abstract)

Dem Kern des Erfolges auf der Spur? State of the Art zur Identifikation von Kernkompetenzen (Ricarda B. Bouncken), in: Zeitschrift für Betriebswirtschaft (ZfB), Nr. 7/8, 2000, S. 865 - 885. (Abstract)