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Untangling Dynamic and Operational Capabilities: Strategy for the (N)ever‐Changing World
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2011
Year
EducationDraw ImplicationsOperational CapabilitiesCompetitive AdvantageStrategic ThinkingProductivityManagementStrategic PlanningManagerial CapabilityCopyright © 2011Global StrategyTechnology TransferStrategy TheoryInternational ManagementEconomicsResource-based ViewStrategyStrategic ManagementInnovationDynamic CapabilityGradual ChangeTechnology ManagementBusinessBusiness StrategyTechnology
Abstract We explain why the line between dynamic and operational (or ordinary) capabilities is unavoidably blurry, draw implications for capabilities that promote economically important but seemingly gradual change, and provide recommendations for future research that takes these issues into account. Copyright © 2011 John Wiley & Sons, Ltd.
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