Philosophy of science studies the methods, theories, and concepts used by scientists. At the level of RBV, we conclude that traditional RBV misidentifies the locus of long‐term competitive advantage in dynamic markets, overemphasizes the strategic logic of leverage, and reaches a boundary condition in high‐velocity markets. In high‐velocity markets, it is on selection. In moderately dynamic markets, the evolutionary emphasis is on variation. Finally, well‐known learning mechanisms guide the evolution of dynamic capabilities. In contrast, in high‐velocity markets, they are simple, highly experiential and fragile processes with unpredictable outcomes. They are detailed, analytic, stable processes with predictable outcomes. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines.
This suggests that they are more homogeneous, fungible, equifinal, and substitutable than is usually assumed. Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant commonalities across firms (popularly termed ‘best practice’). We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. Good - solving problems with sophisticated cognitive strategies that focus on the specifics of the situation ( Atran-medin-2008)īad - people would rather make a mistake in a knowledge domain in which they are familiar than to make a better guess in an unfamiliar or ambiguous area ( Fox and Tversky 2000 and see reinterpretation-NRC-table.html as an example).ĭ.This paper focuses on dynamic capabilities and, more generally, the resource‐based view of the firm.
#PARADIGM SHIFT IN MANAGEMENT PHILOSOPHY PROFESSIONAL#
Peoples' academic discipline or professional training has a big impact on their problem solving approach. It should be expected that people who work in this field, and who have a change in their discipline will have a different world view and a different perspective on problems, from ecosystem to the institutions that they work with. May need disturbances (natural or human perturbation) Need precursor states as filters for community development Restoration works like stages in succession See Hobbs 1998 and Pahl-Wostl 1998, Table 7.1 Changing paradigm in Ecosystem Restoration This essentially turns the old paradigm into principles or tested theories, and leaves the new science frontier to the new paradigm.ĭiagramatically - Figure1 from Primack and Abrams 2006Ĭ. I like another version proposed by Primack and Abrams (2006) that says new paradigms delinate the old paradigms, showing where they are true and where they no longer hold. Kuhn's version of changing paradigms seems to imply that the old version is destroyed. Goal is to reach a political compromise that serves both ecological and social needsī. Goal of ecosystem management is to establish a self-sufficient ecosystem
Restoration processes are highly dynamic and rely on disturbances Science helps discover trends and evidence of early warningĮcosystem restoration establishes a new equilibrium through a type of succession The definition of problems includes a large component of values
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