000			01994nam a2200361 i 4500
001			CR9781009029025
003			UkCbUP
005			20240906195927.0
006			m|||||o||d||||||||
007			cr||||||||||||
008			201216s2022||||enk o ||1 0|eng|d
020			_a9781009029025 (ebook)
020			_z9781009014182 (paperback)
040			_aUkCbUP _beng _erda _cUkCbUP
050	0	0	_aHD30.28 _b.N665 2022
082	0	4	_a658.4012 _223
100	1		_aNooteboom, B., _eauthor.
245	1	0	_aDynamic capabilities : _bhistory and an extension / _cBart Nooteboom, Tilburg University.
264		1	_aCambridge : _bCambridge University Press, _c2022.
300			_a1 online resource (58 pages) : _bdigital, PDF file(s).
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
490	1		_aCambridge elements. Elements in business strategy, _x2515-0693
500			_aTitle from publisher's bibliographic system (viewed on 01 Aug 2022).
520			_aThe development of salient ideas and publications on dynamic capabilities is given, extended by ideas outside the literature of strategic management. Dynamic capability is presented as an interdisciplinary subject to which knowledge is central. Diversity of knowledge is treated in terms of cognitive distance, limited through organisational focus. To deal with diversity, development and uncertainty, evolutionary theory and the notion of entropy are used. The relation between individual and organisational knowledge is modelled with the notion of a script and linguistic ideas. The governance of collaborative relations for innovation is discussed, including trust, which are also dynamic capabilities.
650		0	_aStrategic planning.
650		0	_aOrganizational learning.
776	0	8	_iPrint version: _z9781009014182
830		0	_aCambridge elements. Elements in business strategy, _x2515-0693.
856	4	0	_uhttps://doi.org/10.1017/9781009029025
942			_2ddc _cEB
999			_c9566 _d9566