Understanding Dynamic Capabilities? A Case of Health Systems Change

30 Pages Posted: 6 Sep 2018

Date Written: August 27, 2018


Dynamic capabilities have been asserted as the requirement to maintain sustained competitive advantage even in highly dynamic environments. Literature shows that routines are associated with change and dynamic capabilities drive organizational change. How are these three concepts related? Part of the problem of our understanding of the interrelationships is due to our incomplete understanding of dynamic capabilities. Are they routines? Are they a product of environmental change?

Health systems undergo epidemiological transitions over time. What facilitates such a transformation can throw light on how strategic change is managed.

To clear our understanding of dynamic capabilities and their relationships with routines and strategic change we use a case study of transitions achieved by a state health system. We show that dynamic capabilities are not routines but a learnt pattern of activity driven by decisions of the top management which determines the strategic alignment of the organization. They are cross functional, generic in nature, need focus and attention to be activated and managed. They drive all organizational processes which determine resource allocation, creation of infrastructure, capabilities development through training and Routinisation of new activity pattern in staff at the operational level.

Keywords: dynamic capabilities, routines, strategic alignment, health systems

Suggested Citation

Narayana, Bhyrovabhotla V. L., Understanding Dynamic Capabilities? A Case of Health Systems Change (August 27, 2018). Available at SSRN: https://ssrn.com/abstract=3239341 or http://dx.doi.org/10.2139/ssrn.3239341

Bhyrovabhotla V. L. Narayana (Contact Author)

Centre for Railway Information Systems ( email )

Centre For Railway Information systems , chanakya
New Delhi, delhi 110021
9971077115 (Phone)
9971077115 (Fax)

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