The deployment of dynamic managerial capabilities in practice

According to Helfat et al (2007, p4), dynamic capabilities represent "the capacity to purposefully create, modify or extend the resource base" of an organisation. As such, dynamic capabilities are a means by which organisations might respond to or create market change. This thesis aims to make a contribution to understanding of how dynamic capabilities operate in practice. A conceptual framework focussing on deployment practice at a managerial level is developed from the findings of a structured literature review and a methodology comprising participative data collection methods and qualitatively oriented mixed analysis methods is proposed. Empirical investigation conducted over 18 months concurrently in two manufacturing organisations informs the development of research propositions. These are subsequently reviewed through a strategy as practice lens and models of deployment practice and situational needs are presented. The findings of the thesis suggest that dynamic capabilities are situated, complex and tacit mechanisms which are embedded in an organisational context. As a result, it is argued that deployment practice has to be situational in order to balance efficacy and efficiency of attempted strategic changes to the resource base. A theoretical model is presented which suggests managerial process, managerial practice and situational requirements, underpinned by managerial perception, as factors influencing the likelihood of deployment success of dynamic capabilities at a managerial level. Also noted is the importance of historical activities and learning in shaping deployment practice, and mitigating factors are recognised as potential enhancers or inhibitors of deployment activity. In spite of limitations of the approach adopted, the implications of the thesis in general and the theoretical model in particular are argued to provide a point of departure for future research. It is suggested that further investigation into the practice of dynamic capabilities has the potential to benefit both academic and practitioner communities.

Name dc:type.qualificationname

phd

Level dc:type.qualificationlevel

doctoral-pg

Grantor dc:publisher.institution

University of Strathclyde

Year dc:date.issued

2010

Author dc:creator

• Mackay, David John

DOI

10.48730/my2z-0h48

Identifier

T13292

OAI identifier oai:identifier

oai:strathclyde:n296wz22v