Adapting to Fast-Changing Markets and Technologies
通过对比杜邦的长期生物燃料投资与诺华快速部署数字营销两个案例，评估动态能力框架中感知、抓住和转型三个组件的管理含义，并构建一个权变模型解释其相对重要性如何因企业而异。
The dynamic capabilities framework identifies three components as critical for successful organizational adaptation: sensing, seizing and transforming. By contrasting two distinct business cases, a long-term biofuel investment by DuPont and Novartis's rapid deployment of digital technologies in marketing, this article assesses the managerial implications of each of these components. It develops an embryonic contingency model that illustrates why the relative importance of dynamic capabilities varies across firms. The article also highlights the critical role played by strategic leaders, who must selectively adapt and refine dynamic capabilities and also serve as a last line of defense in times of rapid change.