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A Process Model of Dynamic Capability Development: Evidence from the Chinese Manufacturing Sector

  • Jing Zeng (a1), Colin Simpson (a2) and Binh-Le Dang (a3)

Based on longitudinal case studies of manufacturing strategy and implementation at two Chinese manufacturing firms, this paper investigates how these firms develop, manage, and deploy dynamic capabilities to renew their resource bases in order to respond to the operational challenges associated with radical technological development. Our analysis suggests that dynamic capability development is not simply about renewing one specific type of capability, but rather, it is a meta-capability to learn how to repeatedly renew the firm's overall capability set as a fully integrated package. We further highlight the importance of looking beyond the property of the firm to understand the network level of capability development, including the capabilities of the firm's partners. This is particularly salient in the context of smart manufacturing where a high level of connectivity among a broader network of partners is required to reap the benefits generated by new technological advances. Our findings provide an important contribution to our knowledge of dynamic capability development in emerging economies in the era of digitalized manufacturing.

Corresponding author
Corresponding author: Jing Zeng (
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J. Mathews , & D. S. Cho 2000. Tiger technology: The creation of a semiconductor industry in East Asia. Cambridge: Cambridge University Press.

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Management and Organization Review
  • ISSN: 1740-8776
  • EISSN: 1740-8784
  • URL: /core/journals/management-and-organization-review
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