Dynamic Capabilities of Learning: New Approach.

Ricard Mutlló Cantarell

Kurt-Schumacher-Straße 20

D-67663 Kaiserslautern

M.N: 383348.

Dynamic Capabilities of Learning:

New Approach

An investigation of the dynamic capabilities through their crosses and emphasizing the importance of motivated managerial.

Fachbereichs

Wirtschaftswissenschaften

Kaiserslautern

                                                  [pic 1]

Chair for International Management: Prof. Dr. Daniel Geiger

Coordinator: Dipl.-Math. oec. Tatjana Kazakova

Author: Ricard Mutlló Cantarell

Phone number: 01745450324

Winter-Semester; 2011-12.

15th March 2012

Contents

1. Introduction
2. Challenges for the learning of organizations

1. High technological and organizational advances
2. Corporate social responsibilities
3. Corporate social responsibilities
4. Co-existence of cultures, subcultures and races
5. Dealing with this environment, develop dynamic capabilities?

1. Dynamic Capabilities of learning

3.1 Organizational Capabilities approach

        3.1.1 Strategic View Domain

        3.1.2 Organizational Structures Domain

        3.1.3 Individual Knowledge Domain

3.2 Dynamic Capabilities of learning approach

3.2.1 The essence of dynamic capabilities of learning

3.2.2 Organizational Learning

        3.3 Dynamic Capabilities Approach

        3.4 Three Dimensions of Dynamic Capabilities

                3.4.1 Uniqueness of Dynamic Capabilities

                3.4.2 Persistency of Dynamic Capabilities

                3.4.3 Effectiveness and Outcomes of dynamic capabilities

                3.4.4 A further vision of the dimensional approach

1. Dealing with Dynamic Capabilities

4.1 The integral reconfiguration of the organizations learning capabilities.

4.1.1 First Stage: Cycle learning through operative routines: “The operative competences”

4.1.2 Second Stage: Cycle of learning from routines through general capabilities: “Tacit competences”

4.1.3 Third Stage: The cycle of learning from routines through general capabilities: Tacit competences.

4.2 Problem-solving approach or reducing flexibility

        4.2.1 Dynamization levels

        4.2.2 The balance between problem-solving routines and flexibility

4.3 Managing the reconfiguration of the Dynamic Capabilities of learning

1. Discussion and criticism of the dynamic capabilities

5.1 Pioneers and Motivation for the development of dynamic capabilities

5.2 The cross of dynamic capabilities

1. Conclusion

References

CHAPTER 5

 Discussion and criticism of the dynamic capabilities

The dynamic capabilities are introduced for the development of the dynamic dimension lost in most of the nowadays organizations, allowing the firm to overcome the rigidity trap of organizational capabilities by installing separate innovation routines. Thus, deal and adapt with the ongoing changing environment the actual organizations have to face with.

A couple of ideas are in our understanding misleading or not enough encouraged for the development of a dynamic procedure and behavior in the actual firms. The understanding that the organization have to deal with many factors and dimensions in this global and competitive world is for everyone understood, and the firms have realized of the necessity to develop and purchase dynamic capabilities or procedures for a continuous re-stabilization of the firms assets for continuously foster the development of the organizational services and products.

These misleading ideas we are going to discuss are the necessity of gestalt feeling and behavior of motivation and ongoing and opened mind for facing the problem-solving with a dynamic and independent vision, not related with the dependency of the past alleys, already introduced by many authors. Overall we want to introduce the importance of the managerial behavior and skill the for motivating and management of the entire social behavior of the organization.

Another point of discussion is going to be the criticism of the actual purchase of the dynamic capabilities, only having the target of adapting the organization capabilities within the environment features. Which mean that the organization will always be an step before the actual situation of the real environment. Thus, the procedure of adapting to something needs a previous step of analyze and understand of the real features of it. What means that when the organization is adapted with the studied environment, the real environment will have change and the previous possibilities studied for the acquirement of competitive advantages may be old-fashioned or obsolete. Thus, a development of the dynamic capabilities means not adapting the organization to the necessities of the environment and market, instead, to create new necessities for the customers not already realized by them and able to be created and exploited by the firm.

5.1 Pioneers and Motivation for the development of dynamic capabilities

The organization requires strong and motivated individuals who at first time of asking encourage the organization towards the dynamic capabilities. We introduce these individuals as “pioneers”, or the first individuals to realize and face up to the organizational necessities. In our point of view these “pioneers” are the ones that motivate the whole organization through the dynamic capabilities, and the more “pioneers” within an organization, the more possibilities for the acquisition of an ongoing competitive advantage.

The development of dynamic capabilities means the input of core capabilities fostering the development and change of all the procedures and behaviors of the organization. The complexity and uncertainty of all these dimensional changes requires of a multiple and amalgamated reconfiguration of all the resources, from the individuals and from the assets, with a new vision for making the most of the individuals and resources. Thus, the resources and the individuals have to be faced up in a new dimension where the idea of changing is embedded in the culture of the organization and not punished.

This idea is easy to say in the organization, but really difficult to be a gestalt capability. In a formal procedure, the integration of a open-minded vision is easy to formulate in the organization commitments or written in the manuals of the organization. Nevertheless the difficult idea is to, in fact, be a real and concrete ability, capability and behavior of the individuals and the organization as an entire.

Pursuing these capabilities in global sense of the organization compulsion a first intention, motivation or step, which has to be enough energetic and encouraged to mobilize the entire resources and individuals of the organization. This revolution is normally introduced by the top managers or the owners of the organization. When this organization is a brand new organization, then the importance of developing these capabilities and skills depend on the founders of the firm, which via the hiring process will acquire the individuals and capabilities that they will foster via the hiring process.

Therefore, it has major importance the necessity of the commitment of an energetic, determined and motivated movement for purchase these dynamic capabilities and continuously proceed with them. These may emerge from the top managers, leaders, owners or founders of the organization. These, if are not endowed in the organization, have to be embodied, and is the first challenge of the organization, to acquire these individuals with strong behavior, ideas and motivation.

We want to introduce the term “pioneers” as the individuals endowed with the capabilities and skills able to foster the organizational development of the dynamic capabilities, encouraged and motivated to face new situations, take hard decisions, and focus the organization towards a well-identified target. We want to introduce the main skill the “pioneers” may achieve for the development of these dynamic capabilities and the pursuing of a gestalt organization endowed with the features necessary for the development of a entire group pursuing the evolution of themselves and the organization. These skills are: no fear to changes, open-minded, debate and communicative skills, decision-making, advice knowledge necessities, independency, social tactful and motivating. These are the skills of the “pioneers” and the more skilled and more pioneers in the organization, the better and easier for the development of the dynamic capabilities.

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