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Learning, knowledge and dynamic capabilities: theoretical implications for competitiveness and innovation in the 21st century
2013
The aim of this paper is to support dynamic capabilities as a strategic tool for company management. We will begin by illustrating the evolution that can be discerned in the process of developing competitive advantage as a result of the organisation s internal analysis. In a first stage, interest was centred on understanding the nature of the firm s assets, and knowing which conditions would make it possible to turn them into lasting and sustainable sources of competitive advantage. During a second phase, interest was shifted towards the dynamic processes of generation, development and accumulation of assets. In this sense, dynamic capabilities are those which allow managers to activate and…