The dynamic capabilities view came to life as an enhancement of the resource based-view (RBV) and became the most prolific research stream of the resource-based approaches, with most critics pinpointing definitional issues, contradictory interpretations, and tautological assumptions as issues to solve before the view could become a theory. This research lays its foundations in the creation of a model which has the fundamental constructs of sensing, seizing and reconfiguring capabilities complemented by exploration and exploitation concepts of organisational ambidexterity constructs. To assess the applicability of this model a qualitative approach method is used by applying 21 semi-structured interviews in Portugal. The outcome of these interviews presented a set of capabilities that companies should attempt to properly sense, seize and reconfigure to develop dynamic capabilities. The main contribution to the field of strategy is a proposal of an investigation model that suggests a link between the two constructs of sensing/seizing, and exploration/exploitation.

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Resource-based approach,Dynamic capabilities,Organisational ambidexterity,Sensing seizing and reconfiguring

• Computer and Information Sciences - Natural Sciences
• Economics and Business - Social Sciences