Muitas práticas organizacionais antes inexistentes estão sendo implementadas e, ainda, construídas pelas empresas a fim de garantir uma atuação marcada pela geração de resultados positivos para o meio ambiente, a sociedade e viáveis financeiramente. A sustentabilidade tem que estar integrada na estratégia de negócio da empresa e, por isso, há a necessidade de adotar práticas que visem o desenvolvimento de capacidades e competências sustentáveis de modo contínuo. Neste contexto, usa-se o conceito de resiliência que significa a capacidade de uma empresa em lidar com um ambiente complexo e dinâmico. A resiliência é uma capacidade dinâmica e sua principal característica é a geração de competências. Desse modo, a perspectiva da resiliência pode ajudar no desenvolvimento de práticas sustentáveis capazes de gerar novas capacidades para lidar com as demandas da sustentabilidade num ambiente de alta complexidade para sistemas dinâmicos. O presente estudo teve como questão de pesquisa: \"como a resiliência contribui para a sustentabilidade das organizações?\". Dois métodos de coleta foram utilizados para responder a esta pergunta: entrevistas semiestruturadas com gestores de empresas da área de meio ambiente ou sustentabilidade e grupo focal com especialistas das áreas de resiliência e sustentabilidade. Após a análise dos dados, encontrou-se os procedimentos para desenvolver a resiliência na sustentabilidade organizacional tanto na teoria como na prática - planos de longo prazo, reuniões periódicas, benchmarking, comunicação entre áreas e hierarquias distintas, parcerias e ações eco eficientes - e práticas de valorização dos aspectos humanos como o comportamento dos líderes e a cultura compartilhada entre os membros da organização. Os especialistas compreendem a resiliência como um conjunto de práticas que consideram os aspectos procedimentais e humanos para o alcance da sustentabilidade validando, assim, a teoria e os achados do primeiro método - entrevistas com gestores de empresas do setor industrial. / Many organizational practices did not exist before are being implemented, and also built by companies in order to ensure a performance marked by generating positive results for the environment, society and financially viable. Sustainability has to be integrated in the company\'s business strategy and therefore there is a need to adopt practices aimed at capacity building and sustainable skills continuously. In this context, we use the concept of resilience which means the ability of a company to deal with a complex and dynamic environment. Resilience is a dynamic capability and its main feature is the generation of skills. Thus, the perspective of resilience can help in the development of sustainable practices that generate new capabilities to cope with the demands of sustainability in a highly complex environment for dynamic systems. This study was the research question: \"how resilience contributes to the sustainability of organizations?\". Two collection methods were used to answer this question: semi-structured interviews with the environmental area of company managers or sustainability and focus groups with experts in the areas of resilience and sustainability. After analyzing the data, the procedures met to develop resilience in organizational sustainability both in theory and in practice - long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships and eco-efficient actions - and practices valuation of human aspects such as the behavior of leaders and shared culture among members of the organization. Experts understand resilience as a set of practices that consider the procedural and human aspects for achieving sustainability validating thus the theory and the findings of the first method - interviews with managers of industrial companies.

Industrialized house building of multi-storey residential buildings is not only gaining practical importance in Sweden but is also emphasized as a way for companies to address the demands for lower and more predictable production costs, shorter delivery times and higher product quality. However, to be competitive on the market, IHB companies need to protect and capitalize their specific investments into platforms and organizations. The engagement inplatforms and industrialized way of working, it is not just about the complexity of integration but it is also about having a capability over time to handle this market variation (i.e. dynamic capabilities). Industrialized house building has mainly been investigated from an operational view, leaving a gap in the characterization from a strategical (dynamic) view. Purpose of this research is to increase understanding about industrialized house building, from a dynamic capability view, described the characteristics of industrialized house building through exploring and describing the evolution and development of and industrialized house building company. An in-depth, longitudinal case study approach was adopted to get and deeper understanding of the development of dynamic capabilities in an industrialized house building company. The unit of analysis was the long-term interaction between house-market development, the case company’s business development, and external collaboration activities between the years 1993 and 2018. The findings from the case study were then analyzed against a theoretical framework based on dynamic capabilities. Industrialized house building can be characterized by a set of dynamic capabilities constructs that are evolved and developed in order to cope with the changing conditions derived from both internal and external factors, entailed in entrepreneurship and long-term thinking. The findings indicate that the organization's focus may vary between different kinds of dynamic capabilities over-time. In addition, findings indicate that development of dynamic capabilities supporting collaboration and building trust to the market was of importance at the beginning of their journey. These dynamic capabilities evolved in close relations with external partners, due to external market pressure. This study also indicates that path dependency affects the development of dynamic capability, through collaboration, trust, and learning – which influence how the company behaves and through their investments in a platform constraining future actions.

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台灣資訊系統整合產業 2018 年產值預估將近 1800 億台幣，在高度 e 化的趨 勢下，各行業皆非常依賴資訊系統運作來提升效率及經營績效。同時資訊系統的 投資與整合也是與世界接軌所必要的管道，在新技術持續創新下，台灣系統整合 產業必需緊跟國際技術發展的腳步，以維持本身的競爭力及所應用產業的競爭 力。 本研究主要以台灣系統整合廠商-個案公司為研究對象，面對市場興起與競 爭環境轉變，以其在系統整合專業上的知識與經驗，不斷地尋求轉型；且在後續 在市場進入策略上，選擇以既有優勢擴大市場佔有率，以優質的技術能力與服務 品質進入較高獲利市場，深耕客戶的經營。 但在技術持續進步與市場需求持續轉變中，本研究探討其成長與轉變的歷 程、開創新思維、深化核心能力及融合市場客戶的需求與掌握外在環境的變化， 提供客戶客製化的差異性服務，並漸進轉型為全方位解決方案提供之服務型廠商 之動態成長過程，從而解析其動態能力的演進。 隨著國際技術演進，創新應用能力與順應變革已經成為適應大環境中的唯一 生存之道，因此適應新技術應用及其所需要的適應能力的培養絕對是刻不容緩的 事。而本研究透過個案公司的探討，解析其一路走來的過程中，面對外部市場及 來自競爭者的挑戰，於其策略定位及經營模式所做的相對應改變與調整，以及強 化哪些能力以提升企業的競爭優勢。 未來因應市場技術環境的變革，個案公司如何運用系統整合解決方案技術的 優勢及跨技術整合的能力，積極往利基市場開發前進，以進一步擴大市場廣度及 深度，以邁向企業經營的永續成長之路。

This thesis sets out to explore the concept of dynamic capability which centers on the firm’s ability to sustain competitive advantage in dynamic environments. Drawing on a review of the literature, a framework of general factors conducive to a dynamic capability – absorptive capability, adaptive capability and innovative capability – is identified. Since the framework has not been explored empirically, this thesis takes the first step in this pursuit. The phenomenon is investigated in a case study comprised of three firms in the information and communication industry. Data is collected from interviews with representatives of the firms and from the last annual reports of the firms. Drawing on the analysis of the data, it is suggested that the specific operationalization of the factors should be refined. Nonetheless, the study suggests that the framework comprises a straightforward and efficient means of analysing a firm’s ability to sustain competitive advantage.

PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal. / PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal.

在今日瞬息萬變的產業環境裡，策略學者Porter (1980)所提出的五力分析只能告訴我們在某個時點中企業是否具有競爭優勢。但是，我們卻無法解釋企業的競爭優勢從何而來？又該往哪裡去？Hamel & Prahalad (1990)認為企業應該以未來的表現作為主要競爭的舞臺，建立核心競爭力來進行創新與變革才是企業獲取長久競爭優勢的主要手段。 Teece (1997)進一步提出動態能耐的概念，探討廠商在動態環境中，進行變革所需的能耐。Zott (2003) 利用電腦進行了寡佔的競爭賽局模擬，証實了動態能耐的三個屬性：組織執行力、變革成本、學習效應，是影響組織具有超額利潤的重要關鍵。 本研究另外引用其他文獻，如Jovanovic & MacDonald (1994)、Klepper (1996)、Winter (2003)，重新建構了理論模式以進行電腦模擬。我們將模擬的架構做出以下修正：增加廠商數目、有淘汰廠商的機制、產品創新與製程創新之間會互相影響、增加學習效應的種類，並修正目標函數與動態過程，讓模擬更符合實際狀況，來了解以下三個問題： 一、在動態能耐的屬性高低皆相同的情形下，廠商是否會有超額利潤？ 二、不同程度的執行力對競爭優勢有何影響？ 三、不同種類的學習效應對廠商競爭優勢有何影響？廠商的學習效應除了從事變革時的學習外，還有在執行變革的過程中從事學習的情形。我們將會模擬擅長不同學習效應的廠商，那一方能獲得超額利潤。 根據我們的實驗，本研究的結論如下： 一、動態能耐是產業內出現不同利潤表現的因素之一，當廠商動態能耐的強弱相同時，創新的策略思是影響競爭優勢的原因。我們發現最成功的廠商會在產業初期提升產品創新，在產業成熟之後大量投入製程創新，與Klepper (1996)的發現相同。 二、組織執行力會影響超額利潤。但是必須在所有廠商的變革成本處於較低的狀態，或有較好的學習效應時，執行力較高的廠商才會有明顯的競爭優勢。 三、如果廠商的組織執行力相同，注重在執行變革的學習效應，能幫助廠商獲得競爭優勢。相對地，注重在尋找變革策略上的學習，對競爭優勢的幫助較為有限。 本研究不僅展現了動態能耐對競爭優勢多方面的影響，並提供一個架構來闡述一家公司從策略到能耐的競爭結構。要怎麼結合這個架構與策略地圖是我們後續可以研究的方向。 / In the dynamic environment of competitive industry, we have problem to know how a company will perform in the future with Five-Force-Model (Porter 1980). Five-Force-Model can tell us the competitive advantage of a company at that time, but we can’t explain how the company got that competitive advantage and whether it could be kept or not in the future. The theory of Core Competence (Hamel & Prahalad 1990) notifies that company should compete for future, and accumulate its core competence for innovation to keep the competitive advantage. Basing on Resource Based View, Teece (1997) further discussed the Dynamic Capability which is needed by enterprise in dynamic competition. Zott (2003) simulate a Cournot Game to study the attributes of dynamic capability. He finds that execution, strategic switching cost and learning ability affect the superior profit of firms of intra-industry. This research rebuilds the simulation of Zott (2003) and modifies the simulation by incorporating the insights from Jovanovic & MacDonald (1994), Klepper (1996) and Winter (2003). We increase the number of firms, set up the mechanism which can shake out the less competitive firms. We also remodel the settings of innovation and learning and modify the dynamic process and profit function to investigate the following question. First, when the level of dynamic capability is the same, will firms in an intra-industry perform differently? Second, could execution ability affect the superior profit? Third, is the learning effect of switching strategy more important than the learning effect of implementing strategy? Three propositions can be drawn from this simulation. First, when all firms have equal dynamic capability, the strategy of innovation will affect the competitive advantage. We find that the most successful firm will increase production innovation at first then put more resources into process innovation, which is compatible with the empirical study of Klepper (1996). Second, execution ability will affect the superior profit in some condition. When all firms have low strategic switching cost or good learning ability, the firms which have higher execution ability earn superior profit in simulation. Third, when all firms have the same execution ability, the firms which have higher learning ability of implementing strategy will earn the superior profit. In contrast firm’s learning ability of switching strategy does not make great difference. This research not only demonstrates the various impacts of dynamic capability, but also provides a framework to depict the competitive structure of a firm. The integration of this framework and strategy map deserves the further research.

“Knowledge is the only treasure you can give entirely without running short of it (African proverb cited in IFAD, 2007).” And it has been largely recognised by organisations that knowledge is a resource that they can leverage on. As Bryan (2004) mentioned, the proprietary knowledge that resides in the minds of a company’s top professionals are a source of Competitive Advantage. Therefore, organisations that leverage on Knowledge Management to promote a Knowledge Management Strategy can achieve Competitive Advantage in a world of rapid change and growth where only organisations who keep on learning and adapting will survive. Therefore, this thesis work aims to answer the following research question: “How does leveraging on Knowledge Management promotes the delivery of Knowledge Management Strategy to achieve Competitive Advantage through the Dynamic Capabilities View?” The purpose of this research is to understand more about the practical path which aims to evolve into a dynamic path for organisations to leverage on Knowledge Management (KM) in order that its strategy consecution delivers Competitive Advantage. The authors explore the subject matter by building from existing literature on the main theoretical areas encountered, and then design the research and its approach from the research question. The research followed a qualitative approach and method by utilising semi-structured interviews done to 7 international development organisations, where 13 respondents contributed with their experiences and insights from their involvement in KM in their organisations. Moreover, secondary data was used to complement, support, compare and contrast the findings of the empirical research as the authors used qualitative documents related to the topic published by the organisations. As a result, all primary and secondary data were analysed in an inter-subjective interpretative way deriving from the theoretical framework in order to answer the research question. The research revealed that the identified gap in literature between Knowledge Management and Knowledge Management Strategy is also existing in practice. It was identified that it depends on the maturity of KM in the organisation and/or the organisation’ maturity itself. But is not only restricted to that, the success of a KMS is directly linked to how the organisation articulates KM, and the importance given to it is based on the sense and utilisation of the dynamic nature of KM. Thus, it can turn its organisational capabilities into Dynamic Capabilities and achieve a Competitive Advantage, this is fundamental in international development organisations in the nonprofit sector, which is increasingly striving for resources where every organisation aims to be “the partner of choice.”

A internacionalização das atividades de P&D permite às empresas multinacionais, dentre outras, acesso à tecnologia, que não seria obtida apenas com atuação no país de origem da companhia. Essa possibilidade pode promover uma maior capacidade de exploração do conhecimento tecnológico, podendo vir a se tornar uma plataforma de desenvolvimento de capacidades dinâmicas. O presente trabalho busca analisar como a internacionalização de P&D contribui para o desenvolvimento dos aspectos da capacidade dinâmica, tendo em vista que os elementos que a compõem podem ser mais facilmente alcançados com a dispersão de subsidiárias de P&D pelo mundo, garantindo, assim, maiores possibilidades de detecção de novas oportunidades mercadológicas e tecnológicas, melhores condições de aproveitamento e gestão adequada de mudanças do ambiente. Quanto à amplitude teórica, compreendem estudos relacionados a estruturas de internacionalização da atividade de P&D, como motivadores e coordenação de P&D e sua relação como os pressupostos inerentes ao desenvolvimento de capacidade dinâmica. Quanto aos procedimentos metodológicos foram adotadas a abordagem qualitativa exploratória, com análise de estudos de caso em empresas multinacionais brasileiras que possuem subsidiárias de P&D internacionalizadas. Com a pesquisa concluiu-se que a internacionalização de P&D motivada para aumento do conhecimento e com estrutura de coordenação de P&D descentralizadas e integradas influencia fortemente no desenvolvimento da capacidade dinâmica. / The internationalization of R & D allows multinational companies, among others, access technology, which would not be obtained only with operations in the home country of the company. This possibility can promote a greater ability to explore technological knowledge and could become a platform for the development of dynamic capabilities. This study aims to analyze how the internationalization of R & D contributes to the development of aspects of dynamic capability, given that the elements that make up the dynamic capability can be more easily achieved with R & D subsidiaries overseas, thus ensuring greater detection of possibilities of new technological and market opportunities, better utilization and proper management of environmental changes. Regarding the theoretical breadth, this work includes studies related to structures for internationalization activity of R&D, as well as the assumptions inherent in the development of dynamic capability. Regarding to the methodological procedures, exploratory qualitative approach will be adopted, through analyzing of case studies in Brazilian multinational companies that have R&D internationalized. Through research it was concluded that the internationalization of R&D motivated to increase knowledge and with decentralized and integrated coordination structure of R&D, influences strongly the development of dynamic capability.

Small businesses provide 48% of private-sector jobs in the United States and play a vital role in the country's economic growth and development. Only half of U.S. small businesses survive for longer than 5 years. The purpose of this qualitative multiple-case study was to explore sustainability strategies managers of small oilfield service companies used to sustain their business for longer than 5 years. Data were collected from semistructured interviews with 10 managers--one manager from each of 10 different oilfield service companies located in the Rocky Mountain region of the United States and from review of publicly available documents and archived records. The conceptual framework for this study was the dynamic capability theory. Data analysis was conducted using Yin's 5-step data analysis process and methodological triangulation. Four themes emerged from the study: networking or relationship strategies, financial planning strategies, differentiation strategies, and education and experience strategies. The implications of this study for positive social change include the potential for small business managers to use these findings to develop strategies for profitability and sustainability resulting in job creation, poverty reduction, and socioeconomic development.