Helfat (technology and strategy, Dartmouth College) et al., along with contributions by scholars of business and management, outline the foundations, theoretical issues, and research on dynamic capabilities, in a volume meant for students and researchers. They aim for a more integrated treatment than a standard edited volume. They address the conceptual and empirical grounding of dynamic capabilities, provide a basis for assessing performance, and describe observations that include case examples and statistical analysis. Managerial and organizational processes, extensions, executives, relational capabilities, acquisition-based dynamic capabilities, and firm growth are covered in turn. Both subject and author indexes are present. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)
Creating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the “dynamic capabilities” to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital.
Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.
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