动态能力是“皇帝的新装”吗?——构成、功效及理论基础

Are Dynamic Capabilities "The Emperor's New Clothes"?

动态能力观的研究历经15年发展,有助于解释战略与绩效的关系,但是,也面临概念、构成、理论体系、功效、应用价值等方面不清楚的争议和批评。本文旨在分析动态能力构成及其功效的来龙去脉,重点梳理动态能力产生的理论和环境背景,解构动态能力的构成,剖析动态能力与竞争优势关系的主导逻辑及理论基础。研究认为,动态能力观具有深厚的理论渊源和环境背景,现有文献中不同的动态能力框架可以解构成"位势组合"、"流程组合"、"路径组合"三个模块,三个模块及其构成要素的相互作用,共同提升了企业竞争优势和绩效,而解释这个主导逻辑的理论基础包括企业资源观、演化经济学、企业行为理论等。动态能力观作为解释动态环境下竞争优势本源的新理念和新方法,在理论基础、构成、功效及实际意义等方面应当得到更多的重视和深入研究,使其理论体系和内容框架日趋成熟。

Dynamic capability has advanced for about fifteen years to explain how firms evolve along constrain- ed trajectories and deal with the rigidities created by organizational path dependence. Although the field of dynamic capabilities has attracted intensive research effort, scholars have not reached a consensus on dynamic capabilities and their roles. First, the definition of dynamic capabilities still remains ambiguous to a large extent. Second, the fundamental construct of dynamic capabilities has not been properly operationalized. Third, the relationship between dynamic capabilities and competitive advantage has been narrowly theorized and insufficiently tested. Therefore, some scholars, regardless of the ＂infancy stage＂ of dynamic capabilities＇ study, demonstrated that dynamic capabili- ties should be given up because it is similar to ＂the Emperor＇s New Clothes＂. The purpose of this article is to refute these criticisms, analyze the research path of extant literature on dynamic capabilities. First, it clarifies theoretical foundation and environmental background on emerging of dynamic capabili- ties. Dynamic capabilities are derived from some relevant concepts such as core competence, absorptive capabilities, integrative capabilities, combinative capabilities, and architectural competence. It is fabricated to synthesize the na- ture of these relevant concepts and used to explain the source of competitive advantage under the conditions of hy- per-competition. As a result, it is a different concept with deep theoretical background from these existing concepts. Second, it synthesizes a number of important definitions of dynamic capability and disaggregates them into three components： subject, behavior, and object of a capability. As to behaviors, the terms of ＂integrate＂,＂ reconfigure＂, ＂modify＂, ＂learning＂, ＂extend＂, and ＂create＂ are often used. As to the object of behaviors, distinct terms, such as competence, asset, resource, and ordinary capabilities, are used in different definitions. However, many scholars criti- cize that the constructs of dynamic capabilities are vague, mysterious, abstract, and tautological. To summarize, dy- namic capabilities, with the aid of a portfolio concept, are deconstructed into three parts in this article that are posi- tion portfolio, process portfolio, and path portfolio. Position portfolio is related to the object of a dynamic capability, process portfolio is associated with behaviors, and path portfolio is linked with subject of a dynamic capability and evolution of position and process. Third, it identifies three relationships between dynamic capabilities and competitive advantage. Some argue that dynamic capabilities have a direct effect on competitive advantage, some suggest that dynamic capabilities play an indirect influence on performance by modifying the operational capabilities, while others point out that dynamic ca- pabilities are necessary, but not sufficient, condition for competitive advantage. Thus, a new framework of relation- ship between dynamic capabilities and competitive advantages is developed, as well as the dominant logic of these three portfolios on competitive advantage are discussed in terms of resource-based view, evolutionary economics, and behavioral theory, which reveals that dynamic capabilities are not an emperor＇s new clothes. Lastly, it notes that there are some future directions to this study. First of all, efforts should be made to continue to disaggregate dynamic capabilities. Moreover, future researches should develop the operationalization of dynamic capabilities and select appropriate alternative metrics. In addition, more data from field-based survey should be col- lected to explore the construct and role of dynamic capabilities by diverse research methods. In so doing, we would collect more evidence by which to confirm, refine, and refute dynamic capabilities＇ fundamental hypotheses, thereby enriching our understanding of the role that dynamic capabilities play in a firm＇s success and growth.