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Managing in a Global Context DYNAMIC CAPABILITIES Montonen Maria Nguyen Huyen Nguyen Thi Hong Yen Nuttens Robin.

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Presentation on theme: "Managing in a Global Context DYNAMIC CAPABILITIES Montonen Maria Nguyen Huyen Nguyen Thi Hong Yen Nuttens Robin."— Presentation transcript:

1 Managing in a Global Context DYNAMIC CAPABILITIES Montonen Maria Nguyen Huyen Nguyen Thi Hong Yen Nuttens Robin

2 1. Nature of Dynamic Capabilities 2. Market Dynamism 3. Evolution of Dynamic Capabilities 4. The Role of the Manager Presentation Outline

3 1. Nature of Dynamic Capabilities

4 What comes to your mind when you think about: Dynamic Capabilities?

5 Nature of Dynamic Capabilities Dynamic Capabilities VS RBV "It consists of strategic and organizational specific processes that create values in companies operating in dynamic markets by manipulating resources into new strategies for value creation“ Eisenhardt; Martin (2000)

6 RESOURCESCAPABILITIES COMPETITIVE ADVANTAGE STRATEGY Nature of Dynamic Capabilities Dynamic Capabilities VS RBV

7 Nature of Dynamic Capabilities Dynamic Capabilities VS RBV

8 Nature of Dynamic Capabilities  Internal analysis of the firm  Reconfigure  Organizational capabilities: routines and standard operating procedures  Source of competitive advantage  Internal analysis of the firm  Possess  Tangible and Intangible resources  Source of sustained competitive advantage Dynamic Capabilities VS RBV RBVDC

9 2. Market Dynamism

10 Market Dynamism How does market dynamism affect dynamic capabilities? Dynamic capabilities differ in their dependence on existing knowledge Patterns of effective dynamic capabilities depend on market dynamism A firm can be in a market of moderate dynamism or high velocity dynamism

11 Market Dynamism Moderately dynamic vs. high velocity markets

12 Causal ambiguity of dynamic capabilities differs with market dynamism Sustainability of the capabilities differs with market dynamism Market Dynamism What are the implications?

13 3. Evolution of Dynamic Capabilities

14 Evolution Which factors influence the evolution of dynamic capabilities? Repeated practice Codification of experience into technology and formal procedure Pacing of experience: either too much or too little at a time Mistake: small losses, not success or big failure Learning mechanism Moderately dynamic market: variation High velocity market: selection Market dynamism Consequential Order of implementation

15 Evolution Questions How to create competitive advantages in high velocity market? Are those advantages sustained? By using dynamic capabilities to create resource configurations that have those characteristics of competitive advantages Duration of competitive advantages in high velocity market is unpredictable as dynamic capabilities are unstable as well due to continuous changes

16 4. The Role of the Manager

17 The role of the Manager Managerial practices in Dynamic Capabilities framework

18 Leadership in Dynamic Capabilities: Disney Case The Role of the Manager 20s 30s 60s 80s 2005 Roy O. Disney Donn Tatum E. Cardon Walker Ron W. Miller Disney corporate culture Competitve advantage: Innovative animation techniques Competitve advantage: Innovative animation techniques Creative collaboration routines Adopt Touchstone Pictures’ dynamic capabilities to Disney animation Reconfigure & Integrate new resources

19 QUESTIONS ?


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