Dynamic capabilities, according to Sher and Lee (2004) refer to the organization's way of responding in a rapidly changing environment, where a capability is understood as the adoption, integration and reconfiguration of skills, resources and functions to meet change. In order for dynamic capabiities to develop, Sher and Lee argue that an organization must take into consideration: (1) path-dependence (future decisions are influenced by past decisions); (2) double-loop learning (where single-loop learning referes to doing things better, double-loop is about doing better things); and (3) meta-routines (routines to learn routines). In sum, it is about knolwedge management of both exogeneous knolwedge (clients, suppliers, competition) and endogeneous knolwedge. Information technology then acts as a mediating variable between knowledge management and dynamic capabilities, enabling the transition from knolwedge and learning to being able to react adequately. However, in their study, Sher and Lee found that only ERPs and Data Warehouses were indeed influential factors in this relationship, while e-mail, document managemrnt and online search capabilities were not. This suggests that IT does not have a deterministic effect on this relationship and will in fact be dependent on the way in which specific organizations employ it to leverage knowledge management.
A different understanding of dynamic capabiltiies allows for a broader definition, where they refer to a learned and stable pattern of collective activity through which the organization systematically generates and modifies its routines in pursuit of improved effectiveness (Zollo and Winter, 2002). In this view, the envinroment need not be rapidly changing for the orgrnization to adapt to it, the key is rather in the formal and persistent way in which the organization goes about this adaptation (an ad hoc cerative adaptation is not a dynamic capability). Dynamic capabilities are related to learning mechanisms, which can be (1) through experience and routines; (2) through articulating (implicit) knolwedge; or (3) through codifying (explicit) knolwedge. As a process, Zollo and Winter propose an evolutionary approach where dynamic capabilities emerge from a cycle going from variation (of explicit knolwedge), to selection (explicit), to replication (of tacit knolwedge) and finally to retention (tacit) and then back to variation. Along the way, it is a key factor that individuals and the organization as a whole be able to explicitly identify the connection between decisions /actions and performance.
It then becomes clear that the relationship between knolwedge management and dynamic capabilities is learning-oriented. In fact, a combination of organizational learning and knowledge sharing is what enables improved firm effectiveness (Yang, 2007). In particular, it is an effort aimed at preventing knowledge depreciation (out of employee turnover, obsolescenece, incomplete knolwedge transfer or difficult access). However, until recently most literature on organizational larning has focused on procedural (know -how) and declarative knowledge (know-what) while negelecting relational knolwedge (know-who), as claimed by Borgatti and Cross (2003). This is obviosuly changing in the context of a networked, knowledeg-based society where the Internet and social networking have become familiar interaction spaces. In this new environment, social ties may be weak (in which case they may help in finding a job, advancing professionally or distributing ideas) or strong (in which case they may foster knolwedeg transfer, especially when such knolwedge is tacit and complex). It has already been recognized for some time that such ties are more likely to emerge when there is homophily (kinship in terms of race, gender, age, education) or physical proximity. However, Borgatti and Cross also find that it all starts with the decision to seek information in the network and this depends on: knowing (who knows what), value (how much do I value the other's knolwedge), access (how easy is it to access the other's knolwedge) and cost (how costly is it to access the other's knowledge). Empirically, however, cost seems less important perhaps becase it is overshadowed by the urgency of the information need.
In summary: in order for an organization to develop dyamic capabiltiies that will enable it to stay in the game and improve its effectieveness, an adequate organizational learning strategy must be in place, with an emphasis on relational knowledge. Furthermore, this connection is enabled both srategically and technologically by knowledge management
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The class talked about the importance of the development of dynamic capabilities in organizations by the changing environment that they face. Without dynamic capabilities organizations have effective structures for collective action as a mechanism for creating new capabilities and to incorporate these capabilities in the development of new products and processes, in other words could not innovate.
For this reason, information technology intermediary between knowledge management and dynamic capabilities, enabling the transition of knowledge and learning to respond appropriately to changes.
For organizations in their evolutionary process is very important to consider not only the dynamic capabilities is important to recognize that exist within the organization, but its deliberate nature guides these activities are recurrent in time and identified as a 'know-how 'of the organization.
The film shows how the proper use of knowledge and form a group to recognize their capabilities and organizarce can generate superior to your competitor and get more benefits than expected. As well as achieving the OMS using the knowledge gained could win the battle against traags and get an important place on the planet Antax.
The ability to handle dynamic capabilities inside companies is an essential tool because no matter what is its focus on the market or how are they structured, the conditions are always changing and this demands by the firms elements which give them the possibility to adapt by themselves to these kind of conditions because if they do not, there is a huge possibility that they cannot survive as a company into the market or what it is worst, see how their areas take different ways and not stay together as an unit. The effective management of those capabilities requires by the firms models which can be able to have a continuous feedback from different sides. At this point, the role of organizational learning becomes fundamental in order to get it because this eases and promotes the use of social networks on different levels by using elements like Knowing, Value, Access, and Cost according to the exposed by Borgatti and Cross (2003).
Under this concept, it is possible to see inside the movie “Wild Planet”, how the Social Networks and Organizational Learning were essential to guarantee the survival of the Oms inside an environment with changing and even harmful conditions for their species, where they took advantage of Relational-Learning by including the aspects: Declarative (Know-What), Non-Relational (Know-Who) and Procedural (Know-How) in order to stay together and keep their beliefs.
Johnatan Martínez V.
As can be seen in the film, Om Traag took a called Terra that which began a process of experience in adoption and allowed based on the tacit knowledge that was developed to realize the importance of the atrial (exogenous knowledge), after terr decided to flee from captivity and found a greater population of Om and began interacting with this group of people finding of first refusal to leave the leader to share his knowledge (explicit knowledge by face to face) but then that others could see that he understood Terr boxes and could tell when he was a dangerous (showed the benefits of that knowledge, which they began to be implied) began to adopt it (turned into explicit knowledge for the population) and be fed by it, thus getting an organizational culture based on knowledge that allowed them not only save themselves from elimination (adapted to the environment, dynamic capabilities) but find the weakness of their followers Traag (knowledge management process-oriented and dynamic capabilities learning to evolve as a species), achieving a negotiated peaceful coexistence of the two species, this might constitute an organization's growth would have to base their strategies and goals in an organizational culture focused on knowledge management.
Juan Felipe Barajas L
The development of dynamic capabilities within organizations creates a source of value as a basis for the development of innovation. To the extent that the organization understands that through knowledge management is both tacit and explain that you can actually succeed in acquiring skills that allow them to optimize their processes and generate differentiating elements.
The dynamic capabilities are part of a collective knowledge that is created from the routines that are incorporated into the company. Eta routines are those that allow the company time to meet the changing environment and in particular to take advantage of technological changes that occur. Importantly, the codification of knowledge is an important factor for the development of these capabilities, which is a cup of tea to convert explicit knowledge to ensure that this knowledge will endure.
In the film we saw how it develops the process of learning and knowledge development from the experience. In the film the Oms are part at the beginning of a civilization that is behind virtually enslaved by an apparently superior civilization, however, over time, Oms became a civilization that took the best developments and appropriate, adopted and gender more knowledge from these, the lagoon is compare the film with the economic development of industrialized countries and the countries of the second and third world.
Dynamic capabilities should be a practice adopted in modern organizations. But first there must be an exercise of reviewing its internal structures and to recognize itself with its flaws and skills, because ultimately the importance of this concept is not to leanr but to unlearn.
Once the firm have identified and recognized itself, the meta-routines provided in the company the opportunity to use their capabilities in the future, allowing to take new challenges. For example, enter in new niche markets, innovate against the economic crisis, reinvent new products, etc.
By analogy with the film "La Planète Sauvage", we see that the knowledge represented on the headset device has no value by itself, the value is in the way it is used by Oms, and this new knowledge and its capability to rapidly change their old practices that led to a civilization recognized by Draags.
Finally the film promotes the idea that although there are huge physical differences (economies, height, development, etc) the incorporation of certain knowledge becomes important when used at the right time to generate additional value and make a difference.
The dynamic capabilities is a reference about an organization on how it reacts to the changing environment in which it operates, so these capabilities enable a dynamic changes within an organization should be supported to perfection routines and relationships that are related to knowledge management, a better understanding of dynamic capabilities allow the organization THROUGH routines modified for greater efficiency, these dynamic capabilities are related to learning mechanisms that are place within, through an evolutionary cycle involves the passing of tacit knowledge to explicit knowledge and tacit ultimately, a better exchange of knowledge and learning eficacion enable greater business, social networking has become an area of generation of knowledge that articulate individuals, this iteration with the transfer of knowledge, so for an organization to develop dynamic capabilities that allow a compentitivos mantaenerse to base their strategies on an organizational environment in relational knowledge
The video “el plante salvaje” shows how the knowledge reaches the power and respect from other people, it makes me think about the facility you can have to attract followers and many times this ability to manage the knowledge can make believe that a human being has the capacity to guess the future.
In the movie when the boy asks them not to hit the box because it is dangerous and afterwards He tells them that the next box contains a red powder makes the people who do not have the knowledge to think that he has guessed, in other words, what knowledge reaches is to predict what could happen.
Regarding the reading, in my opinion, one of the points to take into account for the organizations to develop dynamic abilities is to keep their own knowledge in elements that do not leave of the same. In my case, I see how many employees acquire their knowledge for different reasons, this knowledge is gone with them, making that the people who take their employs, have to experiment again about all the processes in the company
Las capacidades dinámicas y el aprendizaje organizacional, son muy importantes en cualquier organización, dado que el poder y el conocimiento no se transfieren directamente sino en red, es necesario trabajar en el desarrollo de relaciones fuertes que permitan el aprendizaje de la organización, que lleven a la reflexión y a obtener nuevo entendimiento del medio en el que operan para reaccionar de una manera mas adecuada ante cualquier situación. Lo anterior constituye una herramienta estratégica fundamental en temas de competitividad, una organización que no aprende y no es dinamica, tiene muchas dificultades para lograr sus objetivos y “para mantenerse viva” es decir permanecer en el mercado. En la película Planeta Salvaje, se observa claramente como el aprendizaje para los OMS constituye una herramienta clave “para mantenerse vivos”.
Terr, adquiere los conocimientos con el mecanismo que utilizaba Tiwa. y cuándo abandona la tierra de los tragg, se lleva consigo el auricular y se convierte en un gestor de conocimiento en su comunidad, se dedico a compartir el conocimiento e incluso a intercambiarlo con otra comunidad, lo que los llevo a obtener mayor eficacia y así reaccionar de una manera mas adecuada cuándo llegaban los tragg a exterminarlos.
Al final el conocimiento de los tragg se depreciaba mientras que el de los OMS avanzaba y de esta manera lograron importantes descubrimientos que les garantizaría su vida de ahí en adelante.
Las capacidades dinámicas en las organizaciones son un factor que influye positiva o negativamente en un mundo globalizado donde los entornos cambian constantemente. Por eso es tan necesario que exista una estratégia que articule el uso de las diferentes herramientas y tecnologías con las personas, estableciendo una relación donde el conocimiento es clave para competir y sobrevivir. Es el caso de los oms en la pelicula "el mundo salvaje", donde en un principo carecían de capacidades dinámicas y aún más de una estratégica de aprendizaje, por lo que los draags poseían control total sobre ellos. Sólo cuando los oms empiezan a aprender sobre el mundo de los draag, pueden empezar a competir. Los draags los ven como una amenaza y quieren mantenerlos domesticados (en estado salvaje - sin conocimiento). Sin embargo los oms se organizaron estratégicamente, se adaptaron al mundo de los draags y dividiendo las funciones de sus integrantes (know-who) identificaron oportunidades de aprendizaje, lograrando sobrevivir al exterminio propuesto por los draag. No solo adquirir el conocimiento es importante, pues es necesario integrarlo y organizarlo con mecanísmos que permitan cumplir objetivos propuestos. Las capacidades dinámicas, el aprendizaje organizacional y el conocimiento finalmente permitieron que los ohms generaran innovaciónes importantes que les otorgó poder sobre los draag pues lograron conocer mejor el universo que compartían.
La apropiación de tecnología y conocimiento en la película “La Planète sauvage“ muestra una vez más que es de las estrategias más efectivas para cerrar brechas tecnológicas y de esta manera lograr vencer casi cualquier diferencia de poder existente aún hasta las más evidentes como entre oms y draags. Sin embargo para lograr dicha apropiación es necesario reunir una serie de factores y cualidades, por ejemplo, es indispensable tener acceso a la información (en la película se evidencia con la consecución del auricular por parte de los oms); una vez logrado esto, la constancia y la disciplina son cualidades que permitirán aprovechar la nueva información y de ahí en adelante generar nuevo conocimiento.
Una organización no difiere del escenario planteado en la película y supone una posibilidad en la cual cualquier empresa puede cerrar brechas cognitivas con sus competidores en algunos casos con relaciones de poder superiores mediante estrategias que permita desarrollas sus capacidades dinámicas.
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