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Dynamic Capabilities (DC) incorporates into the Strategy field, 3 types of…
Dynamic Capabilities (DC)
incorporates into the Strategy field
Learning (Sensing)
Linkage
Managing (Seizing)
Reconfiguring (Transforming)
7. Organisational Learning
- The learning (sensing) routine
The Value creation process
Problem Statement 1:
There is not a cohesive and consistent way to identify, capture, catalog, disseminate learning (opportunities) and track its impact on value creation and departmental performance. This key gap thwarts the entity from recognizing opportunities and identifying ways to develop its competencies to become more agile in an increasingly VUCA environment.
KEY POINTS:
the dynamic capability perspective addresses how future valuable resources could be created or how the current stock of VRIN resources can be reinvigorated in changing environments.
how to do new things while assimilating the learnings from failures.
there are still some areas of skepticism and contradiction that hamper the development of this approach as a strategic tool primarily due to lack of empirical evidence and generating managerial recommendations. Moreover, the line between operational and dynamic capabilities are becoming blurry.
Helfat & Winter (2011) argue that because change is perpetual, it is impossible to establish a clear line between dynamic and ordinary capabilities.
Originality/value
– This research is an attempt to demonstrate if there is a mediating effect of organisational learning in the value creation process and in improving a firm's/departments agility. It takes the key routine of learning (sensing) from the dynamic capabilities perspective of the organisation as a strategic tool that can be applied to improve a firm's innovation and business transformation posture. This is important as in the current environment where change is constant and intense, on-demand and anything-as-a-service are the new economies, instant service ‘gratification’ is rife, and the cost of switching is low, organisational inventiveness and agility in terms of renewing and altering resources to stay competitive and relevant have become even more consequential for firms.
Need to answer the:
WHAT?
WHY?
HOW?
Business Agility and transformation
Organizational learning is the process by which an organization improves itself over time through gaining experience and using that experience to create knowledge. The knowledge created is then transferred within the organization.
HR
Manufacturing
IP
Tech Transfer
Product & Process Dev
R&D
Another recent component of the efficiency-based view of the firm is the emerging Dynamic Capabilities (DC) approach (Teece et al., 1997), which proposes that a firm's ability to integrate, build, and reconfigure internal and external competences to respond to rapid and unpredictable change is the source of sustainable competitive advantage.
3 types of Dynamic Capabilities / 3 types of Routines:
Mediating effect of organisational learning on: