Creating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the "dynamic capabilities" to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital.
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.
Inhaltsverzeichnis
List of Figures vi
Notes on Contributors vii
Preface xi
1. Dynamic Capabilities: Foundations 1
2. Managers, Markets, and Dynamic Capabilities 19
3. Dynamic Capabilities and Organizational Processes 30
4. Executives, Dynamic Capabilities, and Strategic Change 46
5. Relational Capabilities: Drivers and Implications 65
6. Acquisition-Based Dynamic Capabilities 80
7. Firm Growth and Dynamic Capabilities 100
8. Dynamic Capabilities: Future Paths and Possibilities 115
Glossary of Terms 121
List of Company Examples 123
References 124
Author Index 138
Subject Index 142
