corporate strategy

INTRODUCTION
The interrelation of organisational resources, such as organisational capabilities, and competitive advantages as well as profits has triggered great efforts in the field of strategy research (Schilke, Hu & Helfat, 2018). Dynamic capabilities are a type of organisational capabilities that have been traditionally defined as "the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments" (Teece, Pisano & Shuen, 1997). Recent scholars however argue that there is a lack of a common understanding of dynamic capabilities (Peteraf, Di Stefano & Verona, 2013). In fact, research concerned with the capability lens has been criticized for insufficient empirical underpinning and lack of operationalizability (Priem & Butler, 2001; Easterby-Smith, Lyles & Peteraf, 2009). Key in sharpening the capabilities perspective is to detach from the focus on conceptual development and to refine methodologies to improve empirical evidence. This idea led to several approaches to improve our understanding of how to assess organisational capabilities (Ulrich & Smallwood, 2004; Achtenhagen, Melin & Naldi, 2013) and further underlying factors of value creation (Argyres, Mahoney & Nickerson, 2019; Lieberman & Dhawan, 2005). lire la suite