The driving drivers of dynamic competitive capabilities: a new perspective on competition

Purpose – The purpose of this paper is to identify the critical driving drivers of dynamic competitive capability (DCC) from the perspective of dynamic learning mechanisms (DLM), a viewpoint that has been neglected by prior studies. This paper's implicate previous research utilizing the resource‐based view (RBV) as tautological animadversion, and provide a clear theoretical model for developing DCC, especially as it relates to alliance organizations. Design/methodology/approach – The pertinent literature is reviewed and five case studies were conducted on firms in Taiwan to identify and verify what drivers of DLM influence the evolution of DCC. Findings – The paper finds that external linkages, previous experience, repeated practice, experience codification, and the integration power of managers play key roles in developing DCC, while ambiguity has a negative impact. Research limitations/implications – Strategic utilization of these DLM drivers enhances the DCC of alliance organizations. The results provide a reliable basis for developing the DCC of enterprises and improving the success of business activities. Originality/value – This research closes the gap of previous research on developing DCC via DLM, and defines a clear theoretical model. Thus, this work provides a framework for firms to maintain dynamic, long‐term competitive advantages in varied and fast‐paced environments.