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Strategy in turbulent environments: the role of dynamic competence

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  • P.N SubbaNarasimha

    (Department of Management, G.R. Herberger College of Business, St. Cloud State University, MN, USA)

Abstract

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.

Suggested Citation

  • P.N SubbaNarasimha, 2001. "Strategy in turbulent environments: the role of dynamic competence," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 22(4-5), pages 201-212.
    • Handle: RePEc:wly:mgtdec:v:22:y:2001:i:4-5:p:201-212
    DOI: 10.1002/mde.1017
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    Cited by:

    1. Hui‐Ru Chi & Hsuan‐Pei Ho & Pei‐Kuan Lin, 2022. "Survival strategies of the sharing economy from the pandemic to a new normal: A dynamic capabilities approach," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(7), pages 3219-3234, October.
    2. Chulmo Koo & Jaeki Song & Yong Jin Kim & Kichan Nam, 2007. "Do e-business strategies matter? The antecedents and relationship with firm performance," Information Systems Frontiers, Springer, vol. 9(2), pages 283-296, July.
    3. Pedro Silva & António Carrizo Moreira, 2021. "Foreign and multinational ownership impact on firm exit: A sectoral analysis," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 42(6), pages 1550-1563, September.

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