Our analysis explores how a key managerial competence, the supplier relations dynamic capability, was progressively developed and implemented by renault over a quarter of century. As our Historical approach will demonstrate, this construction process followed three main periods, each of wich was characterized by specific external and internal circumstances that constitute turning points and triggers in theorganization’s transformation decision process. Most importantly, we will argue that this case brings to light that three phases are necessary for the supplier relations dynamic capability to fully develop: hybridization, combination and saturation, wich open new perspectives on the construction process of dynamic capabilities in general.
DONADA, C., NOGATCHEWSKY, G. et PEZET, A. (2014). It Takes a Quarter of a Century to Build a Dynamic Capability. Supplier relations management at Renault (1975-1999). ESSEC Business School.