TY  - JOUR
AB  - Purpose– This paper aims to show how researchers can overcome problems of fragmentation and eclecticism in an important strategy paradigm, namely, the Dynamic Capabilities (DC) perspective. Design/methodology/approach– First, the explanandum of the theory of DC, conceptualized as a theory of strategic change, is generates. Second, four main constituent theoretical perspectives of DC were selected and their explanans on the explanandum of a theory of strategic change was mapped. Third, the explanans of a theory of strategic change was parsed out to derive the critical fragmentation sources as illustrated by the classical papers in DC. Findings– First, consistent explanans of a theory of strategic change are integrated to build a meta-theory of strategic change. Second, testable propositions based on the meta-theory, in the context of industry convergence, a context which requires the development of dynamic capabilities in an uncertain and changing environmental context are developed. Originality/value– By developing a meta-theory of strategic change, researchers are provided with the tools to overcome the confusion of fragmentation and eclecticism, specifically in the field of strategy research.
VL  - 38
IS  - 7
SN  - 2040-8269
DO  - 10.1108/MRR-09-2013-0209
UR  - https://doi.org/10.1108/MRR-09-2013-0209
AU  - Schweizer Lars
AU  - Rogbeer Shalini
AU  - Michaelis Björn
PY  - 2015
Y1  - 2015/01/01
TI  - The dynamic capabilities perspective: from fragments to meta-theory
T2  - Management Research Review
PB  - Emerald Group Publishing Limited
SP  - 662
EP  - 684
Y2  - 2024/04/25
ER  -