Fragments in Strategy Research: The Case of Dynamic Capabilities
In this paper, we show how researchers can overcome problems of fragmentation and eclecticism in an important strategy paradigm, namely the Dynamic Capabilities (DC) perspective. First, we generate the explanandum of a theory of DC, conceptualized as a theory of strategic change. Second, we select four main constituent theoretical perspectives of DC and map their explanans on the explanandum of a theory of strategic change. Third, we parse out the explanans of a theory of strategic change to derive the critical fragmentation sources as illustrated by the classical papers in DC. Fourth, we integrate consistent explanans of a theory of strategic change to build a meta-theory of strategic change. Finally, we develop testable propositions based on the meta-theory, in the context of industry convergence, a context which requires the development of dynamic capabilities in an uncertain and changing environmental context.