An argument that Organisational Culture, Organisational Learning, and Organisational Leadership are essential prerequisite antecedents to the Dynamic Capabilities Framework

Andrew Lindsay Cox*, Mark Xu

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


Organizations transitioning through periods of economic disequilibrium will typically look for solutions or pathways that can help them survive the turmoil. The Dynamic Capabilities construct (Teece et el) has been adopted by many organizations to guide them through such periods. However, an examination of DC within Saudi concluded that barriers and constraints to change are often internal in nature, suggesting that there are antecedents or prerequisites to organizational dynamics.
This paper presents an argument that in addition to being important components within the DC framework that facilitate the sensing, seizing and reconfiguration capabilities, Organisational Culture, Organisational Learning, and Organisational Leadership should be considered essential prerequisite antecedents to the DC framework.
Despite the study limitations of context and sample size, the implications to practitioners generally, particularly in the management consulting and HRD disciplines, is that organisational culture, organisational learning, and organisational leadership developmental programmes should be designed to reflect the strong correlations between each, and the causal relations each has with an organisation’s ability to sense new opportunities, threats, and risks, make appropriate decisions, and continually realign its asset (tangible and intangible) portfolio with the environment in which it exists.
Original languageEnglish
JournalInternational Journal of HRD Practice Policy and Research
Publication statusAccepted for publication - 17 Apr 2023


  • dynamic capabilities
  • organizational culture
  • organizational learning
  • organisational leadership

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