| dc.description.abstract | The dynamics of change and the path-dependent evolution of resources and capabilities are central concerns of contemporary strategic management. Globalization had changed the competitive landscape in which entrepreneurs used to compete. There are' advantages and disadvantages of doing business in a competitive turbulent business environment. This paper presents a conceptual framework for the dynamic capabilities and organizational performance relationship. It implies that the organizational resource-base mediates the relationship between dynamic capabilities and organizational performance.
Firm's high performance and sustenance of Competitive advantage is a function its endowment
in skills, resources and organizational procedures & processes for fostering the strategies chosen. Therefore, in deregulated environments, managers - as a team - must be engaged in systematic and emergent learning and must develop dynamic capabilities to systematically create and redefine competitive strategic positions within a more turbulent and competitive environment.
Thus there are many different strategies that may be used to posture a firm appropriately for competition but there is no consensus on which of these strategies would provide superior performance. In addition, the role of Dynamic capabilities in strategy implementation has been noted though there is an apparent gap in the relationship between such capabilities and the firm's performance. It would appear that the best performing firms may have to blend the strategy with the specific capabilities in achieving superior performance. .
Key words: Competitive strategies, Dynamic Resources, Firm Performance and turbulent business environment | en_US |
