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1、StrategicManagementJournal,Vol.18:7,509±533(1997)DYNAMICCAPABILITIESANDSTRATEGICMANAGEMENTDAVIDJ.TEECE1*,GARYPISANO2andAMYSHUEN31HaasSchoolofBusiness,UniversityofCalifornia,Berkeley,California,U.S.A.2GraduateSchoolofBusinessAdministration,HarvardUniversity,Boston,Massa-chusetts,U.S.A.3SchoolofBusin
2、ess,SanJoseStateUniversity,SanJose,California,U.S.A.Thedynamiccapabilitiesframeworkanalyzesthesourcesandmethodsofwealthcreationandcapturebyprivateenterprise®rmsoperatinginenvironmentsofrapidtechnologicalchange.Thecompetitiveadvantageof®rmsisseenasrestingondistinctiveprocesses(waysofcoordinatingandc
3、ombining),shapedbythe®rm's(speci®c)assetpositions(suchasthe®rm'sportfolioofdif®cult-to-tradeknowledgeassetsandcomplementaryassets),andtheevolutionpath(s)ithasadoptedorinherited.Theimportanceofpathdependenciesisampli®edwhereconditionsofincreasingreturnsexist.Whetherandhowa®rm'scompetitiveadvantageis
4、erodeddependsonthestabilityofmarketdemand,andtheeaseofreplicability(expandinginternally)andimitatability(replicationbycompetitors).Ifcorrect,theframeworksuggeststhatprivatewealthcreationinregimesofrapidtechnologicalchangedependsinlargemeasureonhoninginternaltechnological,organizational,andmanageria
5、lprocessesinsidethe®rm.Inshort,identifyingnewopportunitiesandorganizingeffectivelyandef®cientlytoembracethemaregenerallymorefundamentaltoprivatewealthcreationthanisstrategizing,ifbystrategizingonemeansengaginginbusinessconductthatkeepscompetitorsoffbalance,raisesrival'scosts,andexcludesnewentrants.
6、Ó1997byJohnWiley&Sons,Ltd.INTRODUCTIONrespecttoassistingintheunderstandingofhowandwhycertain®rmsbuildcompetitiveadvan-Thefundamentalquestioninthe®eldofstrategictageinregimesofrapidchange.Ourapproachismanagementishow®rmsachieveandsustainespeciallyrelevantinaSchumpeterianworldofcompetitiveadvantage.1
7、Weconfrontthisquestioninnovation-basedcompetition,price/performanceherebydevelopingthedynamiccapabilitiesrivalry,increasingreturns,andthe`creativeapproach,whichendeavorstoanalyzethesourcesdestruction'ofexis
