The interlink between resources and capabilities: towards a theoretical frame for the development of dynamic capabilities Online publication date: Wed, 30-May-2007
by Paola Cillo, Gianmario Verona, Salvio Vicari
International Journal of Learning and Intellectual Capital (IJLIC), Vol. 4, No. 1/2, 2007
Abstract: In order to untangle the sources of heterogeneity among firms, this study reviews the last 20 years' works related to the resource-based view of the firm, the knowledge-based perspectives on competitive advantage sustainability, and the dynamic capability view. We reach three important conclusions that provide a more granular understanding of resource heterogeneity and its development. First, dynamic capabilities leading to competitive advantage are knowledge-based processes characterised by functional specialisation. Second, their design is based on a weighted organisational mix, made up of skilled actors, incentive systems, dedicated organisational structure and idiosyncratic culture. Third, their development and management require a specific division of labour between senior and middle managers. We conclude our work by addressing future research on the topic and by highlighting core implications for practitioners.
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