Inside the Black-box: Analysing the Generation of Core Competencies and Dynamic Capabilities by Exploring Collective Minds. An Organisational Learning Perspective

Uta Wilkens; Daniela Menzel; Peter Pawlowsky

doi:10.5771/0935-9915-2004-1-8

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- Kapitel Ausklappen | EinklappenAutorenSeiten
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–7 Editorial 5–7
- 8–26 Inside the Black-box: Analysing the Generation of Core Competencies and Dynamic Capabilities by Exploring Collective Minds. An Organisational Learning Perspective Uta Wilkens, Daniela Menzel, Peter Pawlowsky Uta Wilkens, Daniela Menzel, Peter Pawlowsky 8–26
- 27–52 A Competence-based Theory of the Firm Jörg Freiling Jörg Freiling 27–52
- 53–73 Inter-Firm Resources and Sustained Competitive Advantage Stephan Duschek Stephan Duschek 53–73
- 74–88 Contingent Work: The Problem of Disembeddedness and Economic Reembeddedness Axel Haunschild Axel Haunschild 74–88
- 89–106 Managing Asymmetric Resource Dependence and Environmental Risk in Relationships by Real Options Ellen Roemer Ellen Roemer 89–106
- 107–121 The Next Step in the Evolution of the RBV: Integration with Transaction Cost Economics Kirsten Foss, Nicolai J Foss Kirsten Foss, Nicolai J Foss 107–121
- 122–151 Beyond the Management View: A Ressource-Centered Socio-Economic Perspective Manfred Moldaschl, Dirk Fischer Manfred Moldaschl, Dirk Fischer 122–151
- 152–161 Book Reviews 152–161
- 162–166 New Books 162–166
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mrev management revue , Seite 8 - 26

Inside the Black-box: Analysing the Generation of Core Competencies and Dynamic Capabilities by Exploring Collective Minds. An Organisational Learning Perspective

Autoren

Uta Wilkens Daniela Menzel Peter Pawlowsky

DOI
- doi.org/10.5771/0935-9915-2004-1-8
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

The paper combines resource-based thinking with perspectives from theories of organisational learning and knowledge management. According to the resource-based view (RBV) strategy can be defined as emergent pattern of interaction generating core competencies and dynamic capabilities. These processes of interaction and their relation to core competencies and dynamic capabilities are of major concern in the presented analysis. A synthesis with learning theories further leads to the basic assumption that processes of knowledge identification, knowledge diffusion, knowledge integration and the enactment of the environment are critical for generating core competencies. Moreover, learning theories show how to approach the causal ambiguity-argument that is important in the explanation of core competencies given by RBV. It will be argued that the analysis of the shared mental model of the organisational members is a method to explore critical processes for generating core competencies. A related research instrument will be validated in a case study analysis that was conducted in a medium-sized enterprise aiming at testing the instrument and the aforementioned basic assumption. The instrument can explore the critical processes in which the generation of core competencies and dynamic capabilities is embedded in. It provides a better understanding of the critical processes within the organisation than the RBV.
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