ANALYSIS OF PUBLICATIONS ON DYNAMIC CAPABILITIES BETWEEN 1992 AND 2012:
                  DISCUSSIONS ON THE CONCEPTUAL EVOLUTION AND CONTRIBUTIONS BY THE MOST RENOWNED
                  AUTHORS IN THE AREA

CARDOSO, ANDRÉ LUÍS JANZKOVSKI; KATO, HEITOR TAKASHI

doi:10.1590/1678-69712015/administracao.v16n3p201-237

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Sumário

RECURSOS E DESENVOLVIMENTO EMPRESARIAL • Rev. Adm. Mackenzie 16 (3) • May-Jun 2015 • https://doi.org/10.1590/1678-69712015/administracao.v16n3p201-237 copy

ANALYSIS OF PUBLICATIONS ON DYNAMIC CAPABILITIES BETWEEN 1992 AND 2012: DISCUSSIONS ON THE CONCEPTUAL EVOLUTION AND CONTRIBUTIONS BY THE MOST RENOWNED AUTHORS IN THE AREA

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

Some elements of the dynamic capabilities approach emerge in several publications (Schumpeter, 1942Schumpeter, J. A. (1942). Capitalism, socialism and democracy. New York: Harper.; Penrose, 1959Penrose, E. T. (1959). The theory of the growth of the firm. New York: John Wiley., Nelson & Winter, 1982Nelson, R. R., & Winter, S. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press., Prahalad & Hamel, 1990Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 66, 79-91.), but it is through Teece, Pisano and Schuen (1997)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534. that this theme has attracted an increasing interest from scholars. The relevance of this issue has led researchers to consider dynamic capabilities as a robust new paradigm in the field of strategy, especially by proposing answers to the shortcomings of the resource-based view (RBV). The theoretical framework of dynamic capabilities has changed over time (Barreto, 2010Barreto, I. (2010). Dynamic capabilities: a review of past research and an agenda for the future. Journal of Management, 36(1), 256-280.) and it has, in addition to convergence, branches among its supporters, especially regarding the theoretical foundations and sources used in their various conceptions. The concept of dynamic capabilities as a source of competitive advantage has made studies on this topic proliferate over the last few years, however, this proliferation does not occur homogeneously nor in a consensual way that makes going deeper into the theme even more challenging. Thus, considering the major publications on dynamic capabilities between the years 1992 and 2012, this research introduces contributions from leading authors interested in developing the dynamic capabilities approach and discusses its conceptual evolution. This is a bibliometric study with data processing by using multidimensional scaling and network analysis. Qualitatively, the evolution of the approach is analyzed by considering the different concepts and theoretical-empirical claims made by authors based on their notoriety. The results indicate 1. evolution in terms of conceptual, theoretical, and empirical propositions; 2. increased citations of authors concerned with the theme; 3. diverse sources of publication having multidisciplinary approaches; and 4. multiple themes related to dynamic capabilities. Themes such as knowledge, skills, learning, value creation, manager’s capacity, strategic partnerships and alliances, and associations with dynamic capabilities broaden the debates on complex, absent, or obscure points of the previous theories, reinforcing their strong points as a way to expand the possibility of empirical evidence, somehow overcoming drawbacks of the previous theories.

KEYWORDS
Strategy; Dynamic capabilities; Notoriety; Bibliometric analysis; Network analysis

AUTORES	PERÍODO
	1992 A 2012 N = 54.347 N = 7.986 (15%)			1992 A 1998 N = 5.282 N = 727 (13%)			1999 A 2005 N = 26.844 N = 4267 (16%)			2006 A 2012 N = 21.921 N = 2.992 (14%
	ORDEM	CITAÇÕES	%	ORDEM 1	CITAÇÕES 1	%	ORDEM 2	CITAÇÕES 2	%	ORDEM 3	CITAÇÕES 3	%
Teece, D. J.	1	582	5%	1	62	6%	1	307	5%	1	213	4%
Winter, S. G.	2	444	4%	12	30	3%	2	244	4%	4	170	4%
Eisenhardt, K. M.	3	438	4%	32	16	2%	3	221	3%	2	201	4%
March, J. G.	4	429	4%	2	53	5%	4	214	3%	5	162	3%
Barney, J. B.	5	403	3%	7	34	3%	8	185	3%	3	184	4%
Pisano, G.	6	356	3%	56	11	1%	5	209	3%	6	136	3%
Kogut, B.	7	345	3%	9	34	3%	6	207	3%	12	104	2%
Levinthal, D. A.	8	345	3%	11	30	3%	9	182	3%	7	133	3%
Nelson, R. R.	9	328	3%	4	41	4%	7	200	3%	16	87	2%
Porter, M. E.	10	287	2%	3	44	4%	10	155	2%	15	88	2%
Tushman, M. L.	11	265	2%	5	41	4%	25	96	2%	8	128	3%
Shuen, A.	12	258	2%	382	3	0%	11	147	2%	10	108	2%
Henderson, R. M.	13	244	2%	19	22	2%	13	138	2%	18	84	2%
Hitt, M. A.	14	232	2%	85	8	1%	15	120	2%	11	104	2%
Prahalad, C. K.	15	229	2%	20	22	2%	12	146	2%	28	61	1%
Clark, K. B.	16	209	2%	6	37	4%	19	113	2%	31	59	1%
Grant, R. M.	17	208	2%	44	13	1%	16	117	2%	20	78	2%
Williamson, O. E.	18	206	2%	13	29	3%	14	121	2%	34	56	1%
Zander, U.	19	200	2%	29	17	2%	17	116	2%	25	67	1%
Helfat, C. E.	20	199	2%	315	3	0%	31	85	1%	9	111	2%
Rumelt, R. P.	21	196	2%	10	31	3%	21	107	2%	33	58	1%
Hamel, G.	22	193	2%	16	26	2%	18	115	2%	36	52	1%
Nonaka, I.	23	191	2%	21	21	2%	23	99	2%	23	71	1%
Cohen, W. M.	24	186	2%	25	18	2%	22	103	2%	26	65	1%
Wernerfelt, B.	25	186	2%	17	25	2%	20	108	2%	35	53	1%
Martin, J. A.	26	178	1%	0	0	0%	28	89	1%	14	89	2%
Leonard-Barton, D.	27	166	1%	45	13	1%	26	93	1%	30	60	1%
Simon, H. A.	28	164	1%	15	28	3%	27	91	1%	42	45	1%
Singh, H.	29	163	1%	0	1	0%	38	66	1%	13	96	2%
Miller, D.	30	156	1%	41	14	1%	34	73	1%	24	69	1%

DOCUMENTOS MAIS CITADOS	PERÍODO
DOCUMENTOS MAIS CITADOS	1992-2012 N = 467		1992-1998 N = 71		1999-2005 N = 250		2006-2012 N = 146
Teece, D. J., Pisano, G., & Shuen, A. (1997)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534.	256	55%	2	3%	147	59%	107	73%
Eisenhardt, K. M. & Martin, J. A. (2000)Eisenhardt, M. K., Martin, A. J. (2000). Dynamic capabilities: what are they?, Strategic Management Journal, 21, 1105-1121.	171	37%	0	0%	83	33%	88	60%
Barney, J. B. (1991)Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.	162	35%	6	8%	94	38%	62	42%
Nelson, R. R. & Winter, S. G. (1982)Nelson, R. R., & Winter, S. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press.	146	32%	14	20%	92	37%	40	27%
Cohen, W. M. & Levinthal, D. A. (1990)Cohen, W., & Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152.	130	28%	6	8%	72	29%	52	36%
Wernerfelt, B. (1984)Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.	125	27%	9	13%	77	31%	39	27%
Penrose, E. T. (1959)Penrose, E. T. (1959). The theory of the growth of the firm. New York: John Wiley.	111	24%	10	14%	68	27%	33	23%
Kogut, B. & Zander, U. (1992)Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3, 383-397.	105	23%	4	6%	61	24%	40	27%
Leonard-Barton, D. (1992)Leonard-Barton, D. (1992). Core capabilities and core rigidities: a paradox in managing new product development. Strategic Management Journal, 13(Summer Special Issue), 111-126.	101	22%	7	10%	52	21%	42	29%
Dierickx, I. & Cool, K. (1989)Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35, 1504-1511.	95	21%	6	8%	52	21%	37	25%
March, J. G. (1991)March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.	93	20%	4	6%	45	18%	44	30%
Prahalad, C. K. & Hamel, G. (1990)Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 66, 79-91.	78	17%	7	10%	52	21%	19	13%
Amit, R. & Schoemaker, P. J. H. (1993)Amit, R., & Schoemaker, P. J. (1993, January). Strategic assets and organisational rent. Strategic Management Journal, 14, 33-46.	77	17%	4	6%	41	16%	32	22%
Peteraf, M. A. (1993)Peteraf, M. A. (1993). The cornerstones of competitive advantage: a resource based view. Strategic Management Journal, 14(3), 179-191.	74	16%	6	8%	48	19%	20	14%
Grant, R. M. (1996)Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(Winter Special Issue), 109-122.	71	15%	0	0%	41	16%	30	21%
Henderson, R. M. & Clark, K. B. (1990)Henderson, R. M., & Clark, K. B. (1990). Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1), 9-30.	69	15%	4	6%	43	17%	22	15%
Porter, M. E. (1980)Porter, M. E. (1980). Competitive strategy. Free Press: New York.	67	14%	11	15%	35	14%	21	14%
Zollo, M. & Winter, S. G. (2002)Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339-351.	67	14%	0	0%	19	8%	48	33%
Nonaka, I. (1994)Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.	64	14%	6	8%	38	15%	20	14%
Henderson, R. M. & Cockburn, I. (1994)Henderson, R., & Cockburn, I. (1994). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal, 15(S1), 63-84.	58 13%		3 4%		30 12%		25 17%

	REFERÊNCIAS IDENTIFICADAS NO ESTUDO				ARTIGOS SELECIONADOS NO ESTUDO
		REFERÊNCIAS (N = 33578)			PERÍODO			ARTIGOS (N = 467)
ORDEM	FONTES DE PUBLICAÇÃO	FONTE	%	Σ %	1992-1998	1999-2005	2006-2012	FONTE	%	Σ %
1	Strategic Management Journal	4134	12%	12%	7	47	20	74	16%	16%
2	Organization Science	1456	4%	17%	12	15	13	40	9%	24%
3	Administrative Science Quarterly	1240	4%	20%	3	3	1	7	1%	26%
4	Academy of Management Review	1155	3%	24%	1	7	12	20	4%	30%
5	Academy of Management Journal	1110	3%	27%		9	5	14	3%	33%
6	Management Science	830	2%	30%	1	8		9	2%	35%
7	Harvard Business Review	600	2%	31%	3			3	1%	36%
8	Journal of Management	507	2%	33%		6	6	12	3%	38%
9	Journal of Marketing	503	1%	34%		4	3	7	1%	40%
10	Research Policy	426	1%	36%	2	9	5	16	3%	43%
11	Journal of International Business Studies	333	1%	37%		7	4	11	2%	46%
12	California Management Review	300	1%	38%	2			2	0%	46%
13	Journal of Marketing Research	265	1%	38%						46%
14	American Economic Review	255	1%	39%						46%
15	Journal of Management Studies	247	1%	40%		14	7	21	4%	51%

PERIODO
ORDEM	1992 A 1998					1999 A 2005					2006 A 2012
ORDEM	AUTOR	CL	DG	BT	ES	AUTOR	CL	DG	BT	ES	AUTOR	CL	DG	BT	ES
1	Teece	0,432	2.355	288	47	Winter	0,329	9.471	246	54	Teece	0,303	8.000	292	57
2	Nelson	0,265	1.364	142	44	Teece	0,308	9.799	271	54	Winter	0,287	7.292	238	56
3	March	0,247	1.446	145	41	March	0,271	8.171	239	54	March	0,277	7.095	251	56
4	Rumelt	0,241	1.280	136	42	Nelson	0,260	7.399	186	52	Eisenhardt	0,265	7.097	257	57
5	Clark	0,241	1.228	123	40	Levinthal	0,230	7.192	217	54	Barney	0,256	7.212	295	58
6	Barney	0,214	1.238	178	44	Pisa no	0,219	6.783	192	53	Levinthal	0,236	5.964	196	55
7	Wernerfelt	0,197	1.066	111	42	Kogut	0,218	7.024	212	54	Tushman	0,212	5.304	185	55
8	Levinthal	0,196	1.048	115	43	Eisenhardt	0,213	7.262	239	55	Pisa no	0,197	5.087	183	55
9	Williamson	0,186	941	130	42	Barney	0,182	6.313	203	55	Helfat	0,186	4.784	160	55
10	Porter	0,184	1101	185	47	Henderson	0,165	5.269	157	53	Kogut	0,160	4.427	156	56
11	Tushman	0,180	999	133	43	Porter	0,153	5.055	137	53	Hitt	0,155	4.304	157	56
12	Winter	0,176	981	118	45	Shuen	0,148	4.751	136	53	Henderson	0,154	3.946	127	55
13	Kogut	0,161	971	213	45	Prahalad	0,144	4.987	151	54	Nelson	0,153	3.897	126	54
14	Hamel	0,159	925	136	45	Rumelt	0,143	4.482	113	52	Singh	0,147	4.092	142	56
15	Henderson	0,154	779	76	39	Dosi	0,139	3.743	77	50	Shuen	0,146	3.869	144	55
16	Prahalad	0,153	870	93	43	Simon	0,138	3.694	80	49	Martin	0,124	3.314	122	55
17	Simon	0,123	703	73	40	Zander	0,134	4.270	134	52	Zahra	0,124	3.418	124	56
18	Mahoney	0,118	651	69	39	Clark	0,128	4.113	115	53	Zollo	0,123	3.213	102	54
19	Penrose	0,115	661	88	45	Williamson	0,122	3.761	90	51	Porter	0,117	3.193	121	55
20	Nonaka	0,112	666	66	39	Grant	0,117	4.115	145	54	Cohen	0,106	2.858	90	55
21	Leornard-Barton	0,112	610	61	41	Wernerfelt	0,117	3.993	117	54	Zander	0,105	2.894	100	55
22	Schon	0,111	645	57	38	Cohen	0,115	3.841	127	53	Grant	0,105	2.958	105	56
23	Abernathy	0,095	518	50	36	Hamel	0,113	3.962	123	54	Gulati	0,105	2.915	104	56
24	Argyris	0,093	546	49	38	Helfat	0,111	3.470	97	52	Rumelt	0,103	2.641	92	54
25	Grant	0,092	567	77	43	Hitt	0,110	4.175	160	56	Dyer	0,103	2.962	113	56
26	Dosi	0,092	469	58	38	Tushman	0,110	3.590	111	53	Peteraf	0,099	2.671	101	55
27	Zander	0,088	522	79	40	Leonard-Barton	0,093	3.192	109	54	Leonard-Barton	0,090	2.479	85	55
28	Cohen	0,084	499	56	38	Nonaka	0,091	3.175	118	54	Clark	0,089	2.302	77	52
29	Dierickx	0,083	454	68	39	Penrose	0,083	2.706	69	52	Nonaka	0,089	2.641	125	58
30	Cool	0,081	442	67	38	Martin	0,080	2.743	89	53	Miller	0,087	2.470	100	56
31	Pisano	0,081	441	66	43	Schumpeter	0,076	2.447	62	52	Simon	0,086	2.217	71	52
32	Schumpeter	0,081	434	47	38	Singh	0,073	2.407	77	53	Prahalad	0,084	2.430	89	56
33	Schoemaker	0,073	421	45	39	Miller	0,072	2.563	89	54	Ghoshal	0,080	2.276	88	56
34	Levitt	0,069	380	30	37	Peteraf	0,070	2.377	64	53	Williamson	0,079	2.116	68	54
35	Hannan	0,067	401	102	31	Szulanski	0,069	2.094	59	51	Cockburn	0,078	2.056	63	54
36	Eisenhardt	0,065	399	69	43	Hannan	0,068	2.170	58	51	Wernerfelt	0,075	2.078	78	55
37	Lippman	0,064	361	36	38	Cockburn	0,066	2.239	73	53	Volberda	0,075	1.947	66	53
38	Hitt	0,062	374	33	34	Gulati	0,064	2.293	86	54	Hamel	0,073	2.132	78	56
39	Anderson P.	0,057	339	43	38	Cool	0,064	2.270	67	54	George	0,070	1.913	62	55
40	Anderson	0,057	339	43	38	Christensen	0,064	2.131	59	53	Gavetti	0,064	1.586	44	47
41	Cyert	0,055	324	40	38	Ghoshal	0,063	2.253	77	54	Cool	0,062	1.731	56	54
42	Amit	0,054	310	39	39	Volberda	0,062	2.066	68	53	Hannan	0,061	1.635	54	55
43	Spender	0,052	314	32	35	Dierickx	0,059	2.068	60	54	Dierickx	0,061	1.706	55	54
44	Reed	0,047	288	38	39	Amit	0,059	2.039	56	53	Amit	0,061	1.673	61	54
45	DeFilI ippi	0,047	288	38	39	Dyer	0,058	1.994	65	53	Dosi	0,058	1.517	45	50
46	Pandian	0,047	270	29	37	Gavetti	0,057	1.666	35	46	Penrose	0,057	1.586	55	55
47	Huber	0,046	291	27	36	Zollo	0,054	1.590	37	48	Makadok	0,057	1.596	59	52
48	Peteraf	0,040	241	37	37	Cyert	0,053	1.644	42	51	Christensen	0,056	1.450	44	53
49	Ghoshal	0,039	240	30	38	Mahoney	0,051	1.854	58	53	Mahoney	0,055	1.512	56	55
50	Cockburn	0,038	207	18	33	Schoemaker	0,051	1.800	49	53	Powell	0,054	1.540	53	55
51	Christensen	0,036	189	12	17	Spender	0,049	1.755	60	54	Lubatkin	0,052	1.445	44	51
52	Miller	0,034	242	67	42	Anderson P	0,044	1.519	43	53	Lane	0,052	1.475	47	54
53	Shuen	0,027	142	21	31	Anderson	0,044	882	43	53	Shane	0,050	1.419	51	54
54	Szulanski	0,025	139	17	30	Powell	0,042	1.476	52	53	Priem	0,049	1.390	51	53
55	Powell	0,021	136	31	30	Huber	0,040	1.448	55	54	Schoemaker	0,048	1.314	49	55
56	Helfat	0,019	119	10	29	Levitt	0,039	1.266	36	52	Schumpeter	0,046	1.235	41	54
57	Takeuchi	0,018	120	10	28	Lippman	0,038	1.290	34	50	Szulanski	0,045	1.266	41	55
58	Burt	0,015	121	49	25	Day	0,035	1.294	48	49	Spender	0,043	1.311	54	56
59	Brown	0,015	97	14	31	Abernathy	0,035	1.142	27	50	Anderson P	0,043	1.584	75	56
60	Dyer	0,012	64	8	13	Shane	0,035	1.118	28	47	Anderson	0,043	1.584	75	56
61	Volberda	0,011	74	11	33	Hansen	0,034	1.159	40	52	Cyert	0,039	1.017	31	53
62	Gulati	0,006	48	17	12	Zahra	0,033	1.243	46	54	Butler	0,039	1.109	42	53
63	Day	0,006	30	3	14	Pandian	0,028	1.015	30	49	Huber	0,038	1.081	42	55
64	Koput	0,004	42	14	12	Takeuchi	0,028	964	34	52	Lippman	0,036	907	28	48
65	Singh	0,004	33	6	18	Priem	0,027	1036	36	54	Katila	0,034	896	27	50
66	Shane	0,003	19	2	10	Davenport	0,026	957	38	47	Koput	0,032	933	31	54
67	Fornell	0,002	12	0	3	Butler	0,025	947	31	52	Levitt	0,031	809	23	50
68	Butler	0,000	0	0	0	Brown	0,024	903	35	53	Hansen	0,031	874	33	52
69	Priem	0,000	0	0	0	Lubatkin	0,024	898	33	54	Smith Doerr	0,031	914	31	54
70	Lubatkin	0,000	0	0	0	Burt	0,024	897	30	52	Brown	0,029	854	34	52
71	Makadok	0,000	0	0	0	DeFillippi	0,023	864	30	53	Takeuchi	0,026	770	33	54
72	Davenport	0,000	0	0	0	Schon	0,023	833	30	54	Gerbing	0,025	764	40	51
73	Lane	0,000	0	0	0	Katila	0,023	762	20	43	Day	0,024	713	34	54
74	SmithDoerr	0,000	0	0	0	Reed	0,021	820	29	53	Argyris	0,024	708	28	52
75	Nahapiet	0,000	0	0	0	Lane	0,021	819	33	53	Burt	0,019	578	19	47
76	Hansen	0,000	0	0	0	Argyris	0,020	713	24	51	Nahapiet	0,017	492	17	51
77	George	0,000	0	0	0	Nahapiet	0,019	780	35	56	Abernathy	0,016	386	11	42
78	Gavetti	0,000	0	0	0	Koput	0,017	649	25	51	Fornell	0,016	516	27	49
79	Katila	0,000	0	0	0	Gerbing	0,016	645	31	53	Larcker	0,016	524	30	53
80	Gerbing	0,000	0	0	0	Fornell	0,015	639	33	53	Schon	0,015	433	18	52
81	Martin	0,000	0	0	0	Makadok	0,015	576	20	50	Reed	0,015	479	22	50
82	Zahra	0,000	0	0	0	SmithDoerr	0,014	531	19	48	Pandian	0,014	395	12	44
83	Larcker	0,000	0	0	0	Larcker	0,013	530	27	54	DeFillippi	0,014	427	20	50
84	Zollo	0,000	0	0	0	George	0,012	484	21	53	Davenport	0,011	342	15	49

AUTORES	REFERÊNCIAS CONCEITUAIS	CONCEITOS-CHAVE
Teece, Pisano e Shuen (1997)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534.	Forças Competitivas (Porter, 1980Porter, M. E. (1980). Competitive strategy. Free Press: New York.); Conflito estratégico (Ghemawat, 1986, Shapiro, 1989, Brandenburguer e Nalebuff, 1995); e RBV (Rumelt, 1984, Wernerfelt (1984)Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.; Teece, 1980 e 1982, Schumpeter, 1934 e Barney, 1986Barney, J. B. (1986). Strategic factor markets: expectations, luck, and business strategy. Management Science, 32, 1231-1241.)	Capacidade de integrar, consolidar e reconfigurar suas competências internas e externas para se adaptar às rápidas mudanças de ambientes altamente dinâmicos.
Helfat (1997)Helfat, C. E. (1997). Know-how and asset complementarity and dynamic capability accumulation: The case of R&D. Strategic Management Journal18, 339-360.	Teece (1980; 1986); Nelson and Winter, (1982)Nelson, R. R., & Winter, S. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press.; Helfat (1988); Cohen e Levinthal (1990)Cohen, W., & Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152.; Teece e Pisano (1994)Teece, D. J., & Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537-556..	As capacidades dinâmicas permitem as organizações criar novos produtos e processos e responder às condições do mercado.
Eisenhardt e Martin (2000)Eisenhardt, M. K., Martin, A. J. (2000). Dynamic capabilities: what are they?, Strategic Management Journal, 21, 1105-1121.	Visão expandida das rotinas (Cyert, 1963; Nelson e Winter, 1982Nelson, R. R., & Winter, S. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press.; Helfat, 1997Helfat, C. E. (1997). Know-how and asset complementarity and dynamic capability accumulation: The case of R&D. Strategic Management Journal18, 339-360.; Inverno e Szulanski, 1999). Ligação entre capacidades dinâmicas, recursos e vantagem competitiva (Collis e Montgomery, 1995; Milgrom e Roberts, 1990; Porter, 1996; Prahalad e Hamel, 1990Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 66, 79-91.). "Melhores práticas" (Sitkin, 1992; Gersick, 1994; Kim, 1998; Brown e Eisenhardt, 1997; Argote, 1999; Haleblian e Finkelstein, 1999; Hayward, 2000).	São os processos organizacionais que utilizam recursos - especialmente os processos para integração, reconfiguração, de conquista e liberação de recursos-para atender e até criar mudanças de mercado; capacidades dinâmicas, portanto, são as rotinas organizacionais e estratégicas, por meio das quais as empresas alcançam novas configurações de recursos enquanto mercados emergem, colidem, dividem, evoluem e morrem.
Makadok (2001)Makadok, R. (2001). Toward a synthesis of the resource-based and dynamic-capability views of rente creation. Strategic Management Journal, 22, 387-401.	Perspectiva Ricardiana - corrente teórica da visão baseada em recursos: (Barney, Conner, Montgomery, Wernerfelt, Peteraf) e a segunda Schumpeteriana -visão das capacidades dinâmicas (Amit, Schoemaker, Dierickx, Cool, Mahooney, Nelson, Winter, Teece, Pisano e Schuen).	Diferenças entre recursos e capacidades. Dificuldade de se transferir a capacidade de uma organização a outra sem que haja a transferência da organização ou de parte dela. Principais diferenças entre mecanismos de geração de valor. Questão temporal, oportunidade de resultado com ou sem aquisição de recurso, o papel e o foco dos gestores e da sinergia bilateral idiossincrática.
Zollo e Winter (2002)Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339-351.	Competências Distintivas: Selznick's (1957). Rotinas Organizacionais: Nelson e Winter, (1982)Nelson, R. R., & Winter, S. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press.. Capacidade de Absorção: Cohen e Levinthal (1990)Cohen, W., & Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152.. Arquitetura do Conhecimento (Henderson e Clark, 1990Henderson, R. M., & Clark, K. B. (1990). Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1), 9-30.). Capacidades Combinatórias (Kogut e Zander 1992Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3, 383-397.). Capacidades Dinâmicas: *Teece et al. (1997)*Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534..	A capacidade dinâmica é um padrão aprendido e estável de atividade coletiva através da qual a organização sistematicamente gera e modifica suas rotinas operacionais em busca de maior eficácia.
Zahra e George (2002)Zahra, S. A., & George, G. (2002). International entrepreneurship: the current status of field and future research agenda. In: M. A. Hitt, R. D. Ireland, D. L. Sexton & S. M. Amp (Eds.). Strategic entrepreneurship, creating a new mindset (pp. 255-288). Oxford: Blackwell.	Capacidade de Absorção: Cohen e Levinthal (1990)Cohen, W., & Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152..	A capacidade de absorção representa um conjunto de rotinas organizacionais e processos estratégicos pelo qual as empresas adquirem, assimilam, transformam e exploram o conhecimento com a finalidade de criar valor.
Helfat e Peteraf (2003)Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: capability lifecycles. Strategic Management Journal, 24, 997-1010.	Capacidades Dinâmicas de Teece, Pisano e Shuen (1997), A Teoria Evolucionária de Nelson e Winter (1982)Nelson, R. R., & Winter, S. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press. e a Visão Baseada em Recursos.	A capacidade possui um ciclo de vida composta pelas fases: iniciação (founding), desenvolvimento (development), maturidade (maturity). Após a maturidade, a capacidade pode ser aposentada (retire), renovada (renew), recombinada (recombine), replicada (replication) ou realocada (redeploy).
Zahra, Sapienza e Davidsson (2006)Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: a review, model and research agenda. Journal of Management Studies, 43(4), 917-955.	Penrose (1959)Penrose, E. T. (1959). The theory of the growth of the firm. New York: John Wiley.; Miller (1983); Hamel e Prahalad (1994); Sathe (2003); Sapienza et al. (2006).	As capacidades para reconfigurar os recursos e rotinas de uma empresa de maneira imaginada e considerada adequada pelos seus principais tomadores de decisão.
Teece (2007)Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350.	Perspectiva Schumpeteriana. Teece, Pisano, e Shuen, (1990a; 1990b; 1997)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534.; Teece e Pisano (1994)Teece, D. J., & Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537-556.; Helfat etal., (2007).	Capacidades dinâmicas podem ser desagregadas em capacidade: (a) de sentir e modelar oportunidades e ameaças, (b) aproveitar oportunidades, e (c) manter a competitividade por meio da melhoria, combinação, proteção e, quando necessário, reconfiguração dos ativos intangíveis e tangíveis do negócio da empresa.
Ambrosini, Bowman e Collier (2009)Ambrosini, V., Bowman, C., & Collier, N. (2009). Dynamic capabilities: an exploration of how firms renew their resource base. British Journal of Management, 20(S1), 9-24.	Com base em trabalhos anteriores (*Teece et al. (1997)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534., Eisenhardt e Martin (2000)Eisenhardt, M. K., Martin, A. J. (2000). Dynamic capabilities: what are they?, Strategic Management Journal, 21, 1105-1121. e Helfat et al. (2007) a respeito do que constitui uma capacidade dinâmica e sobre as sugestões de Collis (1994), Danneels (2002), Winter (2003)Winter, S. G. (2003). Undertanding dynamic capabilities. Strategic Management Journal, 24, 991-995. e Zahra et al. (2006)*Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: a review, model and research agenda. Journal of Management Studies, 43(4), 917-955. que existem hierarquias de capacidades).	Capacidades dinâmicas incrementais estão relacionadas com a melhoria contínua da base de recursos da empresa. Capacidades dinâmicas de renovação são aquelas que atualizam, adaptam e ampliam a base de recursos. No terceiro nível estão as capacidades dinâmicas regenerativas que impactam não na base de recursos da empresa, mas sim em seu conjunto atual de capacidades dinâmicas, ou seja, elas alteram a forma como a empresa muda a sua base de recursos.
Barreto (2010)Barreto, I. (2010). Dynamic capabilities: a review of past research and an agenda for the future. Journal of Management, 36(1), 256-280.	Teece & Pisano (1994)Teece, D. J., & Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537-556.; Teece, Pisano, & Shuen (1997)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-534.; Eisenhardt & Martin (2000)Eisenhardt, M. K., Martin, A. J. (2000). Dynamic capabilities: what are they?, Strategic Management Journal, 21, 1105-1121.; Teece (2000); Zollo & Winter (2002)Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339-351.; Winter (2003)Winter, S. G. (2003). Undertanding dynamic capabilities. Strategic Management Journal, 24, 991-995.; Zahra, Sapienza, & Davidsson (2006)Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: a review, model and research agenda. Journal of Management Studies, 43(4), 917-955.; Helfat et al. (2007); Teece (2007)Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350..	Capacidade dinâmica é o potencial da empresa para resolver problemas de forma sistemática, formados por sua propensão a perceber oportunidades e ameaças, para tomar decisões oportunas e orientadas para o mercado, e para alterar a sua base de recursos.

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