Purpose

The purpose of this paper is to develop a holistic approach to the assessment of dynamic capabilities (DCs). Holistic refers to incorporating all DCs of an organisation relevant for determining and executing the firm's strategy.

Design/methodology/approach

A two-phase study was conducted. First, secondary sources, such as media, industry and annual reports, are being used to initially assess CASE (connected, autonomous, shared and electric) and implications for incumbent car manufacturers in a structured way. Second, semi-structured interviews with automotive managers and further automotive stakeholders offer in-depth insights into CASE, as well as incumbents' strategies and the underlying rationale.

Findings

The proposed framework for assessing DCs offers a holistic approach and provides new angles of analysis. First, the time dimension is considered using scenarios since timing is vital in strategy and implementation. Second, capabilities are broken down into technological and non-technological, sharpening strategic decision-making of automakers. Third, the analysis considers external VUCA (volatility, uncertainty, complexity and ambiguity) as they interplay with internal DCs.

Research limitations/implications

Further testing of the proposed DC assessment approach offers a promising opportunity for future research. This paper focuses on the automotive industry, but it is worth investigating the extent to which the approach can be used in other dynamic industries, such as finance or retail.

Originality/value

The approach proposed highlights the importance and nuances of considering external perspectives in the DC assessment and the relevance of non-technological capabilities in the automotive industry. Thereby, it contributes to the literature on capability assessments and the operationalisability of the DC lens.

中文翻译：

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面对前所未有的行业转型，评估现有企业的动态能力：汽车行业

目的

本文的目的是开发一种用于评估动态能力（DC）的整体方法。整体性是指合并组织中与确定和执行公司战略相关的所有DC。

设计/方法/方法

进行了两个阶段的研究。首先，诸如媒体，行业和年度报告之类的次要资源被用于以结构化方式初步评估CASE（互联，自主，共享和电动）和对现有汽车制造商的影响。其次，与汽车管理者和其他汽车利益相关者的半结构化访谈提供了对CASE的深入见解，以及在位者的策略和基本原理。

发现

提议的评估DC的框架提供了一种整体方法，并提供了新的分析角度。首先，使用时间来考虑时间维度，因为时间在策略和实施中至关重要。其次，将能力分为技术和非技术两个方面，从而提高了汽车制造商的战略决策能力。第三，分析考虑了外部VUCA（波动性，不确定性，复杂性和歧义性）与内部DC的相互作用。

研究局限/意义

提议的DC评估方法的进一步测试为将来的研究提供了一个有希望的机会。本文着重于汽车行业，但值得研究该方法可在其他动态行业（例如金融或零售）中使用的程度。

创意/价值

提出的方法强调了在DC评估中考虑外部观点的重要性和细微差别，以及汽车行业非技术能力的相关性。因此，它为有关能力评估和DC镜头的可操作性的文献做出了贡献。