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

2. Research question 1
What are Dynamic Capabilities?

3. perspective of capability:Teece 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 : martin 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 :Harvey 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.

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

5. Research question 2
How to master the dynamic capabilities？

6. 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.

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

8. 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

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

10. 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.

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