Dynamic Capabilities and Strategic Management动态能力与战略管理.pptxVIP

Dynamic Capabilities and Strategic Management David J. Teece, Gary Pisano and Amy Shuen (1997) Strategic Management Journal, Vol. 18:7 509-533. Focus, Methods and Motivation of This Paper Focus: How do firms achieve and sustain competitive advantage? Motivation: Strategic theory replete with analyses of firm-level strategies for sustaining and safeguarding extent competitive advantage. Not enough research on how and why firms build competitive advantage in regimes of rapid change. (Question: Is asking “Why” on existing theory a way to develop new topic?) Methods: Develop the dynamic capabilities approach; approach relevant in a Schumpeterian world of innovation-based competition, price/performance rivalry, increasing returns and “creative destruction” of existing competences. Notes about the Methods Joseph Alois Schumpeter (8 February 1883 – 8 January 1950)was an Austrian-American economist and political scientist. He popularized the term creative destruction in economics. Creative destruction?is a term originally derived from?Marxist?Economic Theory?which refers to the linked processes of the accumulation and annihilation [?na??le?t] of?wealth under capitalism.? Important work: Evolutionary economics History of Economic Analysis Business cycles Schumpeter and Keynesianism Schumpeter and capitalisms demise Schumpeter and democratic theory Schumpeter and entrepreneurship Schumpeter and Innovation Schumpeter and the Gold Standard Structure of This Paper Review of Existing and Accepted Framework Dynamic Capabilities Framework Conclusions Future Research Review of Existed and Accepted Framework Model 1 – The exploration of Market Power Competitive Forces entry barriers; threat of substitution; bargaining power of buyers; bargaining power of suppliers; rivalry among industry incumbents – determine the inherent profit potential of an industry or sub-segment of an industry Strategic Conflict How firms can influence the b