A theory of change in turbulent environments: The sequencing of dynamic capabilities following industry deregulation

Michael L. Pettus, Yasemin Y. Kor, Joseph T. Mahoney

Research output: Contribution to journalArticle

Abstract

The dynamics of change and the path-dependent evolution of resources and capabilities are central concerns of contemporary strategic management. This paper integrates the resource-based and dynamic capabilities literatures to explain why development of dynamic capabilities is especially important for firms that transition from regulated to deregulated environments. We develop a theoretical model and specific propositions concerning the pattern and sequencing of dynamic capability development within environments experiencing substantial change, specifically in newly deregulated industries. We discuss implications of the proposed theoretical model for both research and managerial practice.
Original languageEnglish (US)
Pages (from-to)186-211
JournalInternational Journal of Strategic Change Management
Volume1
Issue number3
DOIs
StatePublished - Jan 1 2009

Fingerprint

Dynamic capabilities
Deregulation
Theory of change
Sequencing
Industry
Resources and capabilities
Resource-based
Strategic management
Managerial practices

Keywords

  • dynamic capabilities
  • industry deregulation
  • turbulent environments
  • change management
  • strategic management
  • resource-base view
  • RBV

Cite this

A theory of change in turbulent environments : The sequencing of dynamic capabilities following industry deregulation. / Pettus, Michael L.; Kor, Yasemin Y.; Mahoney, Joseph T.

In: International Journal of Strategic Change Management, Vol. 1, No. 3, 01.01.2009, p. 186-211.

Research output: Contribution to journalArticle

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