ABSTRACT
Dynamic Capabilities and Strategic Management can be characterized as a "game-changer" in the management and strategy field. The dynamic capabilities view breaks with previously conventional models and theories. David J. Teece’s Dynamic Capabilities and Strategic Management has not only inspired and fueled a wide intellectual debate on the development processes and elements of the dynamic capability view, but has also inspired new avenues of research in the past decade. The idea of microfoundations for sensing, seizing and reconfiguring—the three processes that Teece identifies as resulting in a company's dynamic capabilities—has been especially influential. Groups of researchers have built on Teece's theoretical constructs to develop the concept of dynamic capabilities, regarding the company's adaptation to technological or turbulent change. Teece's dynamic capability view has been also applied as an analytical framework in studies of companies from emerging markets such as China.
