Dynamic Capabilities: Understanding Strategic Change in Organizations

Author:   Constance E. Helfat (Dartmouth College) ,  Sydney Finkelstein (Dartmouth College) ,  Will Mitchell (Duke University) ,  Margaret Peteraf (Dartmouth College)
Publisher:   John Wiley and Sons Ltd
ISBN:  

9781405159043


Pages:   160
Publication Date:   04 January 2007
Format:   Hardback
Availability:   Out of stock   Availability explained
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Dynamic Capabilities: Understanding Strategic Change in Organizations


Overview

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.

Full Product Details

Author:   Constance E. Helfat (Dartmouth College) ,  Sydney Finkelstein (Dartmouth College) ,  Will Mitchell (Duke University) ,  Margaret Peteraf (Dartmouth College)
Publisher:   John Wiley and Sons Ltd
Imprint:   Wiley-Blackwell
Dimensions:   Width: 17.80cm , Height: 1.80cm , Length: 25.30cm
Weight:   0.435kg
ISBN:  

9781405159043


ISBN 10:   1405159049
Pages:   160
Publication Date:   04 January 2007
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Out of stock   Availability explained
The supplier is temporarily out of stock of this item. It will be ordered for you on backorder and shipped when it becomes available.

Table of Contents

Notes on Authors. Foreword. 1. Dynamic Capabilities: Foundations. 2. Managers, Markets, and Dynamic Capabilities. 3. Dynamic Capabilities and Organizational Processes. 4. Executives, Dynamic Capabilities, and Strategic Change. 5. Relational Capabilities: Drivers and Implications. 6. Acquisition-Based Dynamic Capabilities. 7. Firm Growth and Dynamic Capabilities. 8. Dynamic Capabilities: Future Paths and Possibilities. Glossary of Terms. List of Case Examples. References. Author Index. Subject Index

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Author Information

Constance E. Helfat is the J. Brian Quinn Professor in Technology and Strategy at the Tuck School of Business at Dartmouth. Professor Helfat focuses her research on firm capabilities and knowledge, involving technological innovation and adaptation and change of firm capabilities over time. Sydney Finkelstein is the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth. Will Mitchell is the J. Rex Fuqua Professor of International Management and Professor of Strategy at Duke University’s Fuqua School of Business. Margaret A. Peteraf is Professor of Strategic Management and Organization at the Tuck School of Business at Dartmouth. Harbir Singh is the William and Phyllis Mack Professor at the Wharton School, and the Co-Director of the Mack Center for Technological Innovation. David J. Teece is the Mitsubishi Bank Professor and Director of the Institute of Management, Innovation and Organization, Haas School of Business, University of California, Berkeley. Sidney G. Winter is the Deloitte and Touche Professor of Management at The Wharton School of the University of Pennsylvania.

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