Essays on Dynamic Capabilities and National Culture Literature review

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The paper "Dynamic Capabilities and National Culture" is a perfect example of a management literature review.   Eisenhardt and Martin focus on dynamic abilities and, majorly on the resource-based view of an organization (1112). The authors contend that these capabilities are established processes that are precise and distinguishable and these procedures include strategic decision making, product development, and alliancing. Dynamic capabilities are clear and necessary, and although they are particularly in their path and details and dependent on their emergence there are some similarities across organizations. Accordingly, these similarities give rise to the concept of best practice.

The concept of dynamic capabilities in markets that are moderately dynamic takes the approach of the traditional notion of routines. These routines are analytic, detailed and stable processes but with foreseeable results. On the other hand, this concept of dynamic capabilities in markets with high-velocity resembles modest, exceedingly empirical and delicate practices with random results. Consequently, recognizable learning mechanisms direct the development of this concept and the evolutionary emphasis on moderately dynamic markets takes the formula of variation while, in high-velocity markets, it is conceptualized by selection. The article also looks at the nature of the concept of dynamic capabilities, the influence of market dynamism, and the evolution of this concept.

The authors note that dynamic capabilities comprise distinguished organizational and strategic procedures like product improvement and alliancing. The considered value of these processes attaches to their capability to employ funds into strategies that create value. Although dynamic capabilities are distinctive, they exhibit shared aims or best practices across organizations. The broad structural patterns of dynamic capabilities differ with market dynamism and range from the strong, grooved practices exhibited in markets that are moderately dynamic to delicate and semi-structured procedures in high-velocity ones (Eisenhardt & Martin 1120).

In this regard, it is imperative that dynamic capabilities play a central part in organizational culture. On the other hand, Fang (85) calls for a shift in the manner of analyzing culture from the old approach to a new technique of considering the culture to integrate the dynamics of global cross-cultural management and national cultures in the era of globalization. Divergent from the prevailing bipolar paradigm of national cultural analysis, the author supports a dialectical approach that considers each national culture to possess its own life and full of both dynamics and paradoxes.

The goal of the author is to explore three questions that aim to provide an understanding of intercultural value disparities within national culture, the significance of national cultures from the context and time perspective and the new character taken by national cultures in the age of globalization. According to the cross-national comparison school, which the author refers to as the bipolar model, culture is presumed to be a comprehensible and long-term set of ethics that members of the state or the nation carry and regularly act upon in their communications. Conversely, the various cultures schools perceive culture not merely as accepted but also as the joint understandings through which this culture is dynamically generated through social interaction.

The author also notes that culture is learned and handed on to the new participants of the nation or state through social interaction and that this culture is dynamic and modifications over time. Whereas most studies explore cultural variation in the organizational culture context the current article looks at cultural transformation at the national context.

Additionally and although suggestions on cultural dynamics exist with examples of multiple culture's identities, cultural negotiation and multilevel cultural dynamics little of these have comprised the paradoxical and dialectical context of a culture that is critical in understanding the essence of cultural dynamics (Fang 90).

Works Cited

Eisenhardt Kathleen and Martin Jeffrey. “Dynamic capabilities: what are they?” Strategic Management Journal. 21 (2000): 1105–1121

Fang, Tony. From “Onion” to “Ocean.” Paradox and change in national cultures. International studies of management and organization. 35 (4) (2005): 71-90

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