Toward a Critical Theory of Dynamic Capabilities: Questioning the Universality and Value-Neutrality of Adaptation

Teece et al. (1997) and subsequent literature largely treat dynamic capabilities as universally desirable and value-neutral. But what if we problematize this? Drawing from critical management studies, this research would challenge the assumption that adaptation is inherently good—exploring how the push for dynamic capabilities may reinforce managerialist, Western-centric, or exploitative logics (see González-Samaniego et al., 2023 on theoretical inconsistencies). This project could use critical discourse analysis or ethnographic methods to surface the hidden power dynamics and societal impacts of supposed “strategic agility.” The result would be a provocative, much-needed counterpoint in the field, encouraging a re-examination of the goals and consequences of strategic management.

References:

1. DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT. D. Teece, G. Pisano, A. Shuen (1997).
2. Assessing the degree of development of dynamic capabilities theory: A systematic literature review. Arcadio González-Samaniego, Marco A. Valenzo-Jimenez, Jaime Apolinar Martinez-Arroyo, Salvador Antelmo Casanova Valencia (2023). Problems and Perspectives in Management.