Responsible Consumption and Production

Living Edition
| Editors: Walter Leal Filho, Anabela Marisa Azul, Luciana Brandli, Pinar Gökcin Özuyar, Tony Wall

Capability Building Through Dynamic Capabilities and Organizational Learning

  • Matti MajuriEmail author
  • Nillo Halonen
Living reference work entry


Depending on the field of research, capability has various meanings. In this entry, capability is defined as organization’s ability to achieve specific goals. Capabilities form from combinations of skills, knowledge, technology, routines, and organizational culture. Capability building means renewal of organization’s capability base by developing, remodifying, and even eliminating individual capabilities.


As the world changes on a fast pace, firms need to develop new capabilities, not just to cope with the changes but also to prosper in the changing business circumstances. Yet, also sustainability sets new requirements for firms to look beyond the present moment or short-term development. Sustainability theory offers simple and practical framework to approach the subject. Sustainability is typically considered to have three dimensions through which sustainability can be evaluated: social, environmental, and economic. Changes occur in all dimensions and may have...

This is a preview of subscription content, log in to check access.


  1. Arend RJ, Bromiley B (2009) Assessing the dynamic capabilities view: spare change, everyone? Strateg Organ 7:75–90CrossRefGoogle Scholar
  2. Argyris C, Schön DA (1978) Organizational learning: a theory of action perspective. Addson-Wesley, ReadingGoogle Scholar
  3. Bateson G (1972) Steps to an ecology of mind. Ballantine Books, New YorkGoogle Scholar
  4. Camison C, Villar-Lopez A (2011) Non-technical innovation: organizational memory and learning capabilities as antecedent factors with effects on sustained competitive advantage. Ind Mark Manag 40:1294–1304CrossRefGoogle Scholar
  5. Collis D (1994) Research note: how valuable are organizational capabilities? Strateg Manag J 15:143–152CrossRefGoogle Scholar
  6. Crossan MM, Lane HW, White RE (1999) An organizational learning framework: from intuition to institution. Acad Manag Rev 24:522–537CrossRefGoogle Scholar
  7. Easterby-Smith M, Lyles MA, Peteraf MA (2009) Dynamic capabilities: current debates and future directions. Br J Manag 20:S1–S8CrossRefGoogle Scholar
  8. Eisenhardt KM, Martin JA (2000) Dynamic capabilities: what are they. Strateg Manag J 21:1105–1121CrossRefGoogle Scholar
  9. Felin T, Foss NJ (2010) The endogenous origins of experience, routines and organizational capabilities: the poverty of stimulus. J Inst Econ 7:231–256Google Scholar
  10. Felin T, Foss NJ, Heimeriks KH, Madsen TL (2012) Microfoundation of routines and capabilities: individuals, processes, and structure. J Manag Stud 49:1351–1374CrossRefGoogle Scholar
  11. Fiol CM, Lyles MA (1985) Organizational Learning. Acad Manag Rev 10:803–813CrossRefGoogle Scholar
  12. Hambrick DC (1983) Some tests of the effectiveness and functional attributes of Miles and Snow’s strategic types. Acad Manag J 26:5–26Google Scholar
  13. Helfat CE, Peteraf MA (2009) Understanding dynamic capabilities: progress along a developmental path. Strateg Organ 7:91–102CrossRefGoogle Scholar
  14. Helfat CE, Winter SG (2011) Untangling dynamic and operational capabilities: strategy for the (n)ever changing world. Strateg Manag J 32:1243–1250CrossRefGoogle Scholar
  15. Helfat CE, Finkelstein S, Mitchell W, Peteraf MA, Singh H, Teece DJ, Winter SG (2007) Dynamic capabilities: understanding strategic capabilities in organizations. Blackwell, MaldenGoogle Scholar
  16. Hsu YH, Fang W (2009) Intellectual capital and new product development performance: the mediating role of organizational learning capability. Technol Forecast Soc Chang 76:664–677CrossRefGoogle Scholar
  17. Huber GP (1991) Organizational learning: the contributing processes and the literatures. Organ Sci 2(1):88–115CrossRefGoogle Scholar
  18. Jerez-Gomez P, Cespedes-Lorente J, Valle-Cabrera R (2005) Organizational learning capability: a proposal of measurement. J Bus Res 58:715–725CrossRefGoogle Scholar
  19. Kim L (1998) Crisis construction and organizational learning: capability building in catching-up at Hyundai Motor. Organ Sci 9:506–521CrossRefGoogle Scholar
  20. Kraaijenbrink J, Spender JC, Groen AJ (2010) The resource-based view: a review and assessment of its critiques. J Manag 36:349–372Google Scholar
  21. March JG (1991) Exploration and Exploitation in Organizational Learning. Organization Science 2(1):71–87CrossRefGoogle Scholar
  22. Pavlou PM, Sawy OA (2011) Understanding the elusive black box of dynamic capabilities. Decis Sci 42:239–273CrossRefGoogle Scholar
  23. Prahalad CK, Hamel G (1990) The core competence of the corporation. Harv Bus Rev 68:79–91Google Scholar
  24. Senge PM (1990) The fifth discipline: art and practice of the learning organization. Doubleday, New YorkGoogle Scholar
  25. Shrivastava P (1983) A typology of organizational learning systems. J Manag Stud 20(1):8–28CrossRefGoogle Scholar
  26. Simon HA (1991) Bounded rationality and organizational learning. Organ Sci 2(1):125–134CrossRefGoogle Scholar
  27. Summers E (1980) Strategic behavior in business and government. Little, Brown, BostonGoogle Scholar
  28. Teece DJ (2007) Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strateg Manag J 28:1319–1359CrossRefGoogle Scholar
  29. Teece DJ, Pisano G, Shuen A (1997) Dynamic capabilities and strategic management. Strateg Manag J 18:509–533CrossRefGoogle Scholar
  30. Winter SG (2003) Understanding dynamic capabilities. Strateg Manag J 24:991–995CrossRefGoogle Scholar
  31. Zollo M, Winter SG (2002) Deliberate learning and the evolution of dynamic capabilities. Organ Sci 13:339–351CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.Faculty of Engineering and Natural Sciences, Tampere UniversityTampereFinland

Section editors and affiliations

  • Ulla Saari
    • 1
  1. 1.Dept of Industrial Management, Center for Innovation and Technology ResearchTampere UniversityTampereFinland