Authors
Advisor(s)
Abstract(s)
The
dynamic
capabilities
theory
has
attracted
increasing
attention
within
the
management
literature.
The
abundant
research
generated
disparate
definitions
of
the
dynamic
capability
concept,
but
a
recent
attempt
was
made
to
consolidate
such
efforts
into
a
single,
robust
definition.
This
thesis
provides
an
analysis
of
how
the
distinct
dimensions
of
the
dynamic
capability
concept
are
performed
in
real-‐world
situations.
To
do
so,
I
chose
Borders
Group
Inc.,
a
company
that
during
decades
was
known
as
the
second
largest
American
bookseller,
but
in
July
2011
announced
its
liquidation.
The
teaching
case
was
designed
to
clearly
illustrate
the
dynamic
capabilities
theory,
demonstrating
the
usefulness
and
applicability
of
the
concept.
Specifically,
the
case
shows
that
the
dramatic
failure
of
Borders
was
due
to
its
low
levels
in
all
the
four
dimensions
of
the
dynamic
capabilities
concept:
sensing
opportunities
and
threats,
making
timely
decisions,
making
market-‐oriented
decisions,
and
changing
the
firm's
resource
base.