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Understanding the relational dynamic capability-building process

Donada, Carole; Nogatchewsky, Gwenaëlle; Pezet, Anne (2016), Understanding the relational dynamic capability-building process, Strategic Organization, 14, 2, p. 93-117. 10.1177/1476127015615286

Type
Article accepté pour publication ou publié
Date
2016-05
Journal name
Strategic Organization
Volume
14
Number
2
Publisher
Sage
Pages
93-117
Publication identifier
Metadata
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Author(s)
Donada, Carole
ESSEC Business School
Nogatchewsky, Gwenaëlle
Dauphine Recherches en Management [DRM]
Pezet, Anne
Dauphine Recherches en Management [DRM]
Abstract (EN)
There is a significant body of research on relational dynamic capabilities, but little is known about how a firm builds these capabilities. Using a longitudinal case study analysis of the French car manufacturer Renault, this research fills that gap. It provides a three-phase sequence model of a relational dynamic capability-building process. Each phase (identifying, building, and integrating) corresponds to a level of strategic intent (from emerging to deliberate) and a set of shaping factors that evolve with the changing environment. These factors are combinations of external triggers associated with macro-economic and industry conditions and internal enablers, including agent skills and missions, dedicated organizational structures, assets, and tools.
Subjects / Keywords
alliances; automobile industry; building process; dynamic capabilities; longitudinal case study; relational capabilities; supplier management
JEL
L62 - Automobiles; Other Transportation Equipment; Related Parts and Equipment
L87 - Postal and Delivery Services