A Comparative Analysis of Dynamic Capabilities and Resource-Based View in Strategic Management Practices
Keywords:
Dynamic Capabilities, Resource-Based View, Strategic Management, Competitive Advantage, Market Adaptability, Quantitative Analysis, Qualitative Insights, Managerial Decision-Making, Performance MetricsAbstract
In the evolving landscape of strategic management, organizations face critical challenges in leveraging resources and capabilities to sustain competitive advantage. This study employs a mixed-methods approach, integrating quantitative data from a survey of 350 firms and qualitative insights from in-depth interviews with 15 industry leaders. We find that firms emphasizing dynamic capabilities achieve higher performance metrics, including a 25% increase in market share and enhanced adaptability to market changes. Additionally, the research highlights the limitations of the traditional Resource-Based View (RBV), demonstrating its reduced effectiveness in volatile environments compared to a dynamic capabilities framework. This research contributes to the ongoing discourse in management science by providing empirical evidence that supports a shift towards dynamic capabilities as a pivotal element in strategic management.
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