Following this elaboration of the dynamic capabilities perspective, we outline some implications and guidelines for future export strategy research.
This point of view is very similar to the dynamic capabilities perspective stating that "learning, coordination and reconfiguration of key organizational competencies leads to competitive advantage" (Teece et al. 1997).
Specifically, we use a capabilities perspective of absorptive capacity to examine potential absorptive capacity (POAC) and realized absorptive capacity (ROAC) capabilities – the two OAC capabilities that create and utilize knowledge, respectively.
Drawing on both the capabilities perspective and the embeddedness perspective, we have developed a conceptual model and then examined it empirically focusing on overseas R&D labs of Japanese multinationals.
Given that the recent advancements in the management field concerning development of the dynamic capabilities perspective shed more light on the core problem and this study draws on those advancements by approaching value appropriation with the dynamic capability-based framework.
Adopting an organizational learning and capabilities perspective, the study discusses increased exchange across corporate functions as a means to tackle these challenges and enhance corporate capabilities in dealing with these unexplored sustainability activities in the mining industry.
It is argued here that traditional export strategy research (encompassing the study of internationalization processes and export performance) is characterized by weak theoretical foundations and could benefit from a reorientation towards a dynamic capabilities perspective (DCP).
According to the capabilities perspective, financial slack provides managers with the ability to maximize the benefits from acquiring missing capabilities through alliance formation, whereas according to the resource dependence perspective, financial slack buffers the managers' motivations to seek alliances as a reaction to external environmental scarcity.
In order to contribute to the capabilities perspective on PBOs, this paper proposes to approach Project Capabilities building processes as a multi-level and dynamic process, and offers as an illustration the case of a very specific PBO — the French Special Forces (SF).
Relying primarily on the dynamic capabilities perspective, this research links some of the most salient product development approaches (i.e., platform products and concurrent engineering) and manufacturing practices (i.e. cellular manufacturing, setup improvement practices) and examines their effects on performance.
