A Semi-formalization of the dynamic capability view

Ralf Wilden, Timothy M. Devinney, Nidthida Lin

Research output: Chapter in Book/Report/Conference proceedingChapter


Some management scholars doubt the value of the dynamic capability view when compared to existing theories. The concern expressed is often related to unclear definitions of the core construct and the relationship among the components that make up that construct. The end result is potentially confused and conflicting interpretations of empirical findings and non-commensurate measurement. One solution is to formalize core components of the theory at hand. The purpose of this paper is not to discuss or argue for (or against) the theoretical status of the dynamic capability view, but to provide a simple, yet insightful, structured model of its core components. Specifically, this paper takes as its basis the perspective of dynamic capabilities as comprising the sensing, seizing, and reconfiguring processes that are deployed to create a resource base aimed at satisfying evolving market demand; it presents a simple but formal way of characterizing its components.
Original languageEnglish
Title of host publicationThe Oxford handbook of dynamic capabilties
EditorsDavid J. Teece, Sohvi Heaton
Place of PublicationNew York, NY
PublisherOxford University Press
Number of pages23
ISBN (Electronic)9780199678914
Publication statusPublished - 2018

Publication series

NameOxford handbooks online
PublisherOxford University Press


  • dynamic capability
  • formalization
  • model
  • turbulence
  • firm performance
  • firm strategy
  • organizational change
  • reconfiguring

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    Wilden, R., Devinney, T. M., & Lin, N. (2018). A Semi-formalization of the dynamic capability view. In D. J. Teece, & S. Heaton (Eds.), The Oxford handbook of dynamic capabilties (pp. 1-23). (Oxford handbooks online). New York, NY: Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199678914.013.024