review · International Journal of Sustainable Development and Planning
A systematic review of 46 empirical studies provides a structured synthesis of the resource-based view and dynamic capabilities across diverse business sectors. The findings categorise the resource-based view into five core resource dimensions: knowledge-based, human, physical, technological, and organisational resources. Dynamic capabilities are grouped into four primary operational themes: marketing, operational, innovative, and alliance or integration capabilities. The analysis demonstrates that internal firm resources directly underpin competitive advantage, whereas dynamic capabilities explain how enterprises sustain that advantage amid changing and unpredictable market conditions. Crucial research gaps remain concerning how specific resources dictate financial versus non-financial performance, how capability metrics should be constructed, and how prevailing theoretical critiques can be addressed. These insights outline clear priorities for subsequent empirical inquiry into strategic enterprise management.
Understanding how organisations succeed requires clarity on both internal assets and adaptability. By distinguishing between stable internal resources and the capabilities needed to respond to market shifts, this synthesis helps managers and strategic planners identify which assets to protect and which operational processes to adjust when operating in unstable or evolving commercial environments.
The work serves as a conceptual synthesis rather than an applied technological tool, positioning it at the level of early-stage management theory. Strategic planners, innovation managers, and corporate consultants can use the identified themes to audit organisational assets and agility. However, the abstract does not indicate an application pathway or direct commercial deployment mechanism beyond offering theoretical categorisations.
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This study synthesizes empirical research on Resource-Based Views (RBVs) and Dynamic Capabilities (DCs) of firms across various sectors, aiming to create a comprehensive understanding of these topics.Utilizing a systematic literature review methodology, 46 articles that met stringent screening criteria were analyzed, with key information extracted.These articles, sourced from databases such as Science Direct, Elsevier, JSTOR, and Google Scholar, centered on studies related to RBV and DCs.Thematic content analysis was employed to distill the primary research focus on RBV and DC.Search terms included "resource-based view," "firm resource approach," "dynamic capabilities," "firm capabilities," and "organizational capabilities."Inclusion criteria were based on search boundaries, publication date, language, and search strings, while exclusion criteria included relevance, quality, and duplication.The analysis yielded five major themes related to RBV (knowledge-based, human, physical, technological, and organizational resources) and four primary themes regarding DCs (marketing, operational, innovative, and alliance/integration capabilities).These themes were scrutinized to comprehend the current state of knowledge, identify research gaps, and suggest future research opportunities.The review reveals that while RBVs emphasize how a firm's resources contribute to its competitive advantage, DCs elucidate how firms can cultivate a competitive advantage in fluctuating environments.Areas underexplored in existing research, such as the types of resources influencing financial and non-financial performance, the measurement of a firm's capabilities, and the critique of RBV, present potential avenues for future investigations.
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DOI: 10.18280/ijsdp.181016
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