Explication Dynamic Capabilities: the nature and microfoundations of (sustainable) enterprise performance David J. Teece OM석사 2학기 김 단

Research question 1 What are Dynamic Capabilities?

perspective of capability:Teece 1997 -- enterprise integration, construction and organization of internal and external functional capacity to adapt to the rapid changes of environment capacity; perspective of process and management : martin2000 -- can be clearly other processes and practices, is the ability to integrate resources, the collection of dynamic resource reset capability and resource acquisition and transfer capacity; perspective of creating a resource capability :Harvey2001 -- other enterprise can not imitate successfully , by the combined constitute the basis for the enterprise to obtain the competitive advantage; Common: As the ability to adapt to environmental change, is a way to change the ability of "higher-order capabilities", is a source of competitive advantage; Enterprise integration, build, and internal reset external resources and capabilities, the ability to achieve the organization and the external environment from the dynamic match.

Why Dynamic Capabilities? What is the role of dynamic capabilities? What are the factors affecting the dynamic capabilities?

Research question 2 How to master the dynamic capabilities？

1.Sensing： Analytical Systems (and Individual Capacities) to Learn and Processes to Direct Internal R&D & Select New Technologies Processes to Tap Developments in Exogenous Science and Technology Analytical Systems (and Individual Capacities) to Learn and to Sense, Filter, Shape, and Calibrate Opportunities. Processes to Tap Supplier & Complementor Innovation. Processes to Identify Target Market Segments, Changing Customer Needs, and Customer Innovation.

Discussion Dynamic capabilities 와 "Five forces model" 의 차이점을 무엇일까?

2.Seizing： Delineating the Customer Solution and the Business Model Selecting the Technology and Product Architecture; Designing Revenue Architectures; Selecting Target Customers; Designing Mechanisms to Capture Value. Selecting Enterprise Boundaries to Manage Complements and“Control”Platforms Calibrating Asset Specificity; Controlling Bottleneck Assets; Assessing Appropriability; Recognizing, Managing, Capturing Cospecialization Economies Enterprise Structures, Procedures, Designs and Incentives for Seizing Opportunities Selecting Decision-Making Protocols Recognizing Inflexion Points and Complementarities; Avoiding Decision Errors and Anticannibalization Proclivities Building Loyalty and Commitment Demonstrating Leadership; Effectively Communicating; Recognizing Non-Economic Factors, Values, and Culture

Discussion 기업이　기회를　잡기　위한　Seizing부분에서　제일　적합한　시점은　언제이며，　기업이나　조직에　대한　일반성（혹　속성）에　대한　요구는　무엇일까？

Decentralization and Near Decomposability 3.Transforming： Decentralization and Near Decomposability Adopting Loosely Coupled Structures; Embracing Open Innovation; Developing Integration Coordination Skills. Cospecialization Managing Strategic Fit So That Asset Combinations Are Value Enhancing. Continuous Alignment and Realignment of Specific Tangible and Intangible Assets. Governance Achieving Incentive Alignment; Minimizing Agency Issues; Checking Strategic Malfeasance; Blocking Rent Dissipation. Knowledge Management Learning; Knowledge Transfer; Know-howIntegration; Achieving Know-how and Intellectual Property Protection.

Discussion Dynamic capability를 구축하는　요소중 기업의manager들의 능력과 기업의 구조 중 어떤 것이 더 중요할까？