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Dynamic capabilities and performance: How has the relationship been assessed?

Published online by Cambridge University Press:  20 December 2019

Elisabeth P. Baía  and
João J. M. Ferreira Open the ORCID record for João J. M. Ferreira [Opens in a new window]
Elisabeth P. Baía
Affiliation:
Department of Business and Economics, University of Beira Interior, Covilhã, Portugal
João J. M. Ferreira*
Affiliation:
Department of Business and Economics & NECE Research Unit, University of Beira Interior, Estrada do Sineiro, 6200-209 Covilhã, Portugal
*
*Corresponding author. Email: jjmf@ubi.pt
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Abstract

The contribution of dynamic capabilities (DCs) to firm performance remains unclear and at the centre of debate. Based on a systematic literature review of 92 quantitative articles, the purpose is to explore how the DC–performance relationship have and should be assessed in the future. The most promising approach seems to be indirect, as it appears that DCs primarily causes change and intermediate outcomes, though far from being the most hypothesized relationship. Moreover, investigations employ a continuum of conceptualizations, ranging from very specific DCs to generic sets with theoretical divergences and overlapping. The same applies to the varied performance measures adopted, evidencing that the literature still has a long way to go. Based on a structured synthesis and analysis of existing studies, a conceptual model, recommendations and future avenues are proposed, along with areas of attention, which have both managerial and practical relevance, contributing to advancement within this research stream.

Keywords

systematic literature reviewdynamic capabilitiesperformanceDC–performance relationship
Type
Research Article
Information
Journal of Management & Organization , Volume 30 , Issue 1 , January 2024 , pp. 188 - 217
Copyright
© The Author(s), 2019. Published by Cambridge University Press in association with Australian and New Zealand Academy of Management

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