The dynamic capabilities perspective: from fragments to meta-theory

Abstract

Purpose

This paper aims to show how researchers can overcome problems of fragmentation and eclecticism in an important strategy paradigm, namely, the Dynamic Capabilities (DC) perspective.

Design/methodology/approach

First, the explanandum of the theory of DC, conceptualized as a theory of strategic change, is generates. Second, four main constituent theoretical perspectives of DC were selected and their explanans on the explanandum of a theory of strategic change was mapped. Third, the explanans of a theory of strategic change was parsed out to derive the critical fragmentation sources as illustrated by the classical papers in DC.

Findings

First, consistent explanans of a theory of strategic change are integrated to build a meta-theory of strategic change. Second, testable propositions based on the meta-theory, in the context of industry convergence, a context which requires the development of dynamic capabilities in an uncertain and changing environmental context are developed.

Originality/value

By developing a meta-theory of strategic change, researchers are provided with the tools to overcome the confusion of fragmentation and eclecticism, specifically in the field of strategy research.

Citation

Schweizer, L., Rogbeer, S. and Michaelis, B. (2015), "The dynamic capabilities perspective: from fragments to meta-theory", Management Research Review, Vol. 38 No. 7, pp. 662-684. https://doi.org/10.1108/MRR-09-2013-0209