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Dynamic capabilities, strategic planning and performance: a virtuous and mutually reinforcing cycle

Published online by Cambridge University Press:  24 May 2022

Gleycianne Rodrigues Araújo Open the ORCID record for Gleycianne Rodrigues Araújo [Opens in a new window] ,
Heitor Takashi Kato Open the ORCID record for Heitor Takashi Kato [Opens in a new window]  and
Jansen Maia Del Corso Open the ORCID record for Jansen Maia Del Corso [Opens in a new window]
Gleycianne Rodrigues Araújo*
Affiliation:
Pontifícia Universidade Católica do Paraná, 1155, Imaculada Conceição Street, Prado Velho, Curitiba, Paraná, Brazil
Heitor Takashi Kato
Affiliation:
Pontifícia Universidade Católica do Paraná, 1155, Imaculada Conceição Street, Prado Velho, Curitiba, Paraná, Brazil
Jansen Maia Del Corso
Affiliation:
Pontifícia Universidade Católica do Paraná, 1155, Imaculada Conceição Street, Prado Velho, Curitiba, Paraná, Brazil
*
*Corresponding author. E-mail: gleycianne.araujo@hotmail.com
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Abstract

Recently, researchers have argued that strategic planning (SP) can be considered a dynamic capability (DC) in organizations – known as dynamic SP. However, the literature that discusses both SP and DCs supports different comprehensions of how both interact, resulting in different sets of research with contradictory findings. This theoretical effort presents a brief review and argues that SP is one of the microfoundations of DCs because it supports the seizing and continuous alignment of assets and resources. Under this perspective, SP has a role in the development and implementation of all organizational DCs and is not restricted to a DC specifically. It is argued that the interactions between DCs, SP and performance over time can lead to the learning needed for better DCs, SP and performance in a virtuous and mutually reinforcing cycle.

Keywords

Dynamic capability developmentdynamic capabilityflexibilityperformancestrategic planning
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 5 , September 2022 , pp. 1116 - 1132
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2022

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