How external actors can shape firms’ dynamic capabilities: a multiple case study

According to their theoretical foundations, dynamic capabilities grow through an internal and idiosyncratic process. Nevertheless, external contingencies could force firms to activate a learning process. This paper shows four relevant case studies in which firms from different industries internalize knowledge from external actors and develop new dynamic capabilities. Each case consists of an organizational consulting project. The cases show that, thanks to a deliberate learning process, new knowledge from management consultants enables the rise of new dynamic capabilities. Furthermore, consultants can play an active role in helping firms in overcoming conditions of organizational rigidity and in developing new dynamic capabilities. This study identifies patterns of evolution of capabilities which change according with environmental contingencies. Results show that project performances, perception of consultants and organizational resistance impact the learning process and the development of dynamic capabilities. Finally, external actors can play an active role in shaping capabilities evolution in firms