ABSTRACT
David J. Teece’s work Dynamic Capabilities and Strategic Management has been subject to in-depth critical analysis which undoubtedly has enriched the study of dynamic capabilities. A review of the literature indicates one of the most frequent areas of criticism to be the theoretical and empirical foundation of the dynamic capability concept. The integrative nature of the dynamic capabilities framework has faced certain criticisms. With the edition of Dynamic Capabilities, Teece responds to some of the issues highlighted by some critics. His attempt to shed more light on the microfoundations of the dynamic capabilities framework, and on its importance in studying multinational companies, indicates both attentiveness to critical feedback and an intention to clarify existing theoretical confusions. The development of the concept being still, more work is required regarding its links with related or unrelated diversification of the company.
