Table III Theory comparison Theory... | Emerald Publishing

Table III

Theory comparison

Theory	Resource-based view	Organisational ambidexterity	Dynamic capabilities view
Principles	Sustained superior performance depends on organisational strategic resources and strategic decision making. Resources must be valuable, imperfectly inimitable, rare and exploitable (VRIN) (Barney, 1995)	Defined as the ability of an organisation to simultaneously pursue both explorative (discontinuous) and exploitative (incremental) innovation (O’Reilly and Tushman, 2004)	Emphasises that superior and sustained performance depends on the organisational capacity to purposefully create, extend and modify its resource base through a bundle of organisational routines which must be sustained over time (Su et al., 2014; Helfat et al., 2007)
Primary focus	Resources	Knowledge	Routines
Components	Organisations need to structure, bundle and leverage organisational resources synchronously to achieve a superior performance (Sirmon et al., 2007)	Organisations need to explore and exploit knowledge (Benner and Tushman, 2003; 2015)	Organisations need to sense, seize and reconfigure organisational routines (Teece, 2007)

Theory	Resource-based view	Organisational ambidexterity	Dynamic capabilities view
Principles	Sustained superior performance depends on organisational strategic resources and strategic decision making. Resources must be valuable, imperfectly inimitable, rare and exploitable (VRIN) (Barney, 1995)	Defined as the ability of an organisation to simultaneously pursue both explorative (discontinuous) and exploitative (incremental) innovation (O’Reilly and Tushman, 2004)	Emphasises that superior and sustained performance depends on the organisational capacity to purposefully create, extend and modify its resource base through a bundle of organisational routines which must be sustained over time (Su et al., 2014; Helfat et al., 2007)
Primary focus	Resources	Knowledge	Routines
Components	Organisations need to structure, bundle and leverage organisational resources synchronously to achieve a superior performance (Sirmon et al., 2007)	Organisations need to explore and exploit knowledge (Benner and Tushman, 2003; 2015)	Organisations need to sense, seize and reconfigure organisational routines (Teece, 2007)