Figure 7.
The dynamic capabilities framework links antecedents and internal environment, dynamic capabilities, tensions, outcomes, and external environment factors. Antecedents and internal environment include assets and resources, prior routines, organisational history and memory, managerial cognition, human and social capital, path dependence, trajectories and constraints, organisational positions, ordinary capabilities, and organisational culture, values, norms and identity. These connect to sensing, seizing, transforming, and other dynamic capabilities. Co-evolutionary dynamics connect the external environment to dynamic capabilities. Tensions are organised by periods. From 1997 to 2003, stability is set against flexibility. From 2004 to 2010, organisational mechanisms are set against managerial agency. From 2011 to 2015, microfoundations are set against contingency. From 2016 to 2019, architectural integration is set against causal ambiguity. From 2020 to 2026, adaptation is set against shaping. Outcomes include competitive advantage, organisational adaptation, evolutionary fitness, and ecosystem shaping. Outcomes reconstruct the landscape. The external environment includes industry dynamics, geographical area, environmental dynamism, and competitive intensity.Dynamic capabilities as a historically evolving system of tension-orchestration mechanisms
Source: Authors’ own work