Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework

Abstract Extant literature on dynamic capabilities hints at the possibility of a wider scope than merely the firm, beyond the individual firm boundary, and thus the existence of interorganizational dynamic capabilities (IDCs). Although IDCs have been acknowledged as a source for sustainable competitive advantage, research on these capabilities remains fragmented and unstructured. Therefore, the purpose of this article is to develop a conceptualization of interorganizational dynamic capabilities. Based on a systematic literature review, a framework with four types of IDCs distinguished by their different locus of control and beneficiary is presented. For each type, the overarching capability themes of orchestration of network resources and governing of network members are described. The article provides a classification of IDCs that avoids comparing “apples and oranges.” It also elaborates on dynamic capabilities that exist beyond the control of a single firm, and their relationship to other firm-based types of IDCs.