Affiliation:
1. Leeds University Business School
2. University of California
3. Yunnan University of Finance and Economics
Abstract
AbstractGlobal strategy cannot be fully understood without consideration of dynamic capabilities (DCs). This is because the three key constituents of DCs – the sensing and seizing of opportunities and the reconfiguration of the resource base – are essential preconditions for strategy development, within nations and cross‐border. We investigate the aspects of DCs that are most suitable for global strategy and those that need to be revisited and developed. We discuss theory and evidence on DCs and global strategy, present a systematic literature review, compare theory and evidence, and identify gaps between the two as well as opportunities to align them more closely and to develop both. To help guide future research, we develop a novel conceptual framework and provide suggestions for more theory‐congruent empirical research.
Funder
National Natural Science Foundation of China
Subject
Management of Technology and Innovation,Strategy and Management,Business and International Management
Cited by
9 articles.
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