Strategy in turbulent environments: the role of dynamic competence
Article first published online: 10 AUG 2001
Copyright © 2001 John Wiley & Sons, Ltd.
Managerial and Decision Economics
Special Issue: Strategy and the Market Process
Volume 22, Issue 4-5, pages 201–212, June - August 2001
How to Cite
SubbaNarasimha, P.N. (2001), Strategy in turbulent environments: the role of dynamic competence. Manage. Decis. Econ., 22: 201–212. doi: 10.1002/mde.1017
- Issue published online: 10 AUG 2001
- Article first published online: 10 AUG 2001
- Institute for Innovation Research, University of Waterloo
It is often observed that firm survival and success have become problematic in the turbulent environments that firms face today. Resource-based theories propose that sustained competitive advantage is more a function of firm resources than of industry structure. In this paper, the nature of resources that help firms sustain (or try to sustain) a competitive advantage in turbulent environments is queried. Viewing the firm as a stock of knowledge, the argument that dynamic competence or the variety-generating capability of knowledge is an important antecedent of superior performance in such turbulent environments is developed. Copyright © 2001 John Wiley & Sons, Ltd.