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In organizational theory, dynamic capability is the capability of an organization to adapt adequately to changes that can have an impact on its functioning. The concept is defined by Teece et al. (1997) as "the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments." The term is often used in the plural form, dynamic capabilities, emphasizing that the ability to react adequately and timely to external changes requires a combination of multiple capabilities. == Overview == The term Dynamic Capabilities was first introduced in a working paper in 1989, was influenced by Gary Hamel's multinational strategy research leading to Core Competences of the Corporation and was cited in Ikujiro Nonaka and Hirotaka Takeuchi's innovation strategy work The Knowledge-Creating Company.〔.〕 Originally, dynamic capabilities was distinct from operational capabilities, which pertain to the current operations of an organization. Dynamic capabilities, by contrast, refer to "the capacity of an organization to purposefully create, extend, or modify its resource base" (Helfat et al., 2007). The basic assumption of the dynamic capabilities framework is that core competencies should be used to modify short-term competitive positions that can be used to build longer-term competitive advantage. The academic literature on dynamic capabilities grew out of (1) the resource-based view of the firm and (2) the concept of "routines" in evolutionary theories of organization (Nelson & Winter, 1982). It thus provides a bridge between the economics-based strategy literature and evolutionary approaches to organizations. The main difference between the resource-based view of the firm and dynamic capabilities view is the fact that the latter focuses more on the issue of competitive survival rather than achievement of sustainable competitive advantage. This focus appears to be closer to contemporary business realities, the latter being more "high-velocity" than the case in previous decades. The demise of companies like Nokia shows that the more pressing issue is competitive survival. Strategy scholars Gregory Ludwig and Jon Pemberton (2011),〔Ludwig, Gregory and Pemberton, Jon (2011). "A managerial perspective of dynamic capabilities in emerging markets: the case of the Russian steel industry", Journal of East European Management Studies, 16(3), pp.215-236. ISSN 0949-6181〕 in one of the rare and therefore important empirical studies on the topic, emphasise the need to focus on the actual process of dynamic capability building rather than generate further abstract definitions of dynamic capabilities. It is of key importance to focus on different industry contexts to further advance this emerging area of research. In many industries, changing the entire resource base in response to external changes is simply unrealistic. At the same time, ignoring external change altogether is not an alternative. Senior managers are therefore forced to engage with the complex task of dynamic capability building in order to facilitate competitive survival in the light of depreciating value of resource bases available within the firm. Dynamic capabilities theory attempts to deal with two key questions: 1. How can senior managers of successful companies change their existing mental models and paradigms to adapt to radical discontinuous change? 2. Ultimately, how can companies maintain threshold capability standards and hence ensure competitive survival? When senior managers are confronted with the task of building dynamic capabilities, they need to consider sometimes drastic fluctuations in the threshold capability definition standards, making it more and more complex for companies to understand the minimum requirements needed to remain in the game as an industry player. In turn, these fluctuations derive from external change in the macro environments and the total resource sum available in an entire industry. Monitoring of these external and increasingly unpredictable parameters will then allow managers to tackle the internal process of adapting their resource base. Often, this is simply not possible because of strong path dependencies or practical feasibility constraints that apply to certain industries. For example, some industries rely on a certain manufacturing process. Once a new technology arrives, changing the manufacturing process on short notice is unrealistic. It is therefore more likely that adaptations are centred on managerial routines and capability level, rather than apply to the resource base level. In other words, managers need to make the most of their existing resource material yet simultaneously understand the ongoing depreciation of this resource base.〔 The New Dynamic Capabilities framework〔Amy Shuen and Sandra Sieber, "Orchestrating the New Dynamic Capabilities", IESE Insight 2010〕 focuses on the firm's ability to quickly orchestrate and reconfigure externally sourced competences—ranging from Apple, Google Android, IBM Linux developer ecosystems to crowdsourced, crowdfunded open innovations such as the Obama08 mobile app—while leveraging internal resources such as platforms, know-how, user communities and digital, social and mobile networks.〔Amy Shuen, Web 2.0: A Strategy Guide. O'Reilly Media 2008〕 The New Dynamic Capabilities framework is driven by the rise of Web 2.0 strategy, new digital, information and network economics〔Hal Varian and Carl Shapiro. Information Rules. Harvard Business School Press. 1998〕 and the fall of the transaction costs of specialized multi-party orchestration.〔Oliver Williamson, "Transaction Cost Economics:The Natural Progression" Nobel Prize Lecture, December 8, 2009. University of California at Berkeley.〕 The New Dynamic Capabilities framework for corporate strategic management bridges innovation strategy, digital strategy and multinational strategy—experimenting, innovating and learning 10x faster while orchestrating organizational capabilities worldwide for execution in a globally networked and interdependent environment. “The concept of dynamic capabilities, especially in terms of organizational knowledge processes, has become the predominant paradigm for the explanation of competitive advantages. However, major unsolved—or at least insufficiently solved—problems are first their measurement and second their management…” 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「dynamic capabilities」の詳細全文を読む スポンサード リンク
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