ORGANIZATIONAL SKILLS AND DYNAMIC CAPABILITIES: A DISCUSSION OF THE DIFFERENCES BETWEEN THEM

Authors

  • Júlia D. Herrmann Pontifícia Universidade Católica do Rio Grande do Sul - Brazil Business Strategy and Dynamic Capabilities Research Group
  • Grace Vieira Becker Universidade de São Paulo

DOI:

https://doi.org/10.14210/alcance.v23n1.p067-080

Keywords:

Organizational Competence. Dynamic Capability. Strategic Adjustment.

Abstract

This theoretical essay aims to demonstrate the differences between organizational competence and dynamic capability, using the conceptual framework of the process of continuous strategic adjustment as a backdrop to explore and illustrate these differences. It presents the theoretical context, exploring the model developed in the 1970s by Miles et al. which focuses on the existence of the process of continuous adjustment which, through the articulation of internal mechanisms, enables the organization to adapt to the strategic decisions made by its chief executive in response to the challenges and opportunities presented by its environment. This theoretical discussion addresses the differences between organizational competences and dynamic capabilities through their influence on the strategic adjustment process from three perspectives: (1) strategic role; (2) functionality, and (3) temporality. It shows that organizational competence includes capabilities and resources, and takes longer to adjust to the strategic process due to its sustainability function. Meanwhile, dynamic capabilities create, adjust and reconfigures internal resources and adjust more rapidly to the process, as they seek to reconfigure those processes. Based on this theoretical debate, it is suggested that these elements influence the process of ongoing strategic adjustment in different ways.

Author Biography

Júlia D. Herrmann, Pontifícia Universidade Católica do Rio Grande do Sul - Brazil Business Strategy and Dynamic Capabilities Research Group

Júlia D Herrmann possui mais de 11 anos de experiência em projetos que envolvem gestão de pessoas, eficiência operacional e integração de processos. Júlia é doutoranda e mestre em administração e negócios, pela Pontifícia Universidade Católica do Rio Grande do Sul. É especialista em Gestão de Pessoas pela Universidade Federal do Rio Grande do Sul desde 2008. Formou-se em 2006 em Administração de Empresas pela Pontifícia Universidade Católica do Rio Grande do Sul, e residência em New México University, Estados Unidos. Em 2014 publicou o artigo Análise do Comportamento Estratégico de Pequenas Empresas no Brasil, na Faedpyme International Review. Participou do estudo Differentiating for Success Securing top talent in the BRICS, publicado pelo Institute for Emerging Market Studies de Moscow School of Management. Júlia também desenvolveu o conteúdo para o artigo Managing the Pitfall of Talent Strategy publicado no Expert Guide: Opportunities and Developments Brazil 2014.

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Published

2016-05-11

Issue

Vol. 23 No. 1(Jan-Mar) (2016)

Section

CHAMADA ESPECIAL: CAPACIDADES DINÂMICAS E INOVAÇÃO NAS ORGANIZAÇÕES (ENCERRADA)

License

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