The author discusses the approach of dynamic capabilities to explain differences

between firms and their performance over time. Thereby, it is possible provide orientation to
managers for avoiding the bad performance such as zero profit due to indifferent resources of
the firms in homogeneous markets.
The managers seem to know that in the globalized world technological innovation is
necessary. However, is also necessary to convert innovation in strategy and process.
It is important recognize the microfoundations of dynamic capabilities, splitting
microfoundations form the capability itself. Therefore, distinctions should be made between
organizational and microfoundations as such managerial process, procedures, systems,
structures present in dynamic capabilities.
Special attention should be given to understanding that microfoundations of dynamic
capabilities are incomplete and opaque, in addition, their implementation must be hard to do.
The author creates a framework with elements of an ecosystem for sensing market and
technological opportunities. The framework shows relations among internal R&D, process for
complementary innovation, explore developments in exogenous science and technology, and
finally, process to identify costumer innovation. The objective of framework is to evidence an
analytical system to learn and to sense, filter, shape and calibrate opportunities.
Ahead, the author demonstrates:
- Microfoundations related to strategic decision skills:
- Microfoundations related to combination, reconfiguration, and asset protection skills:

The results involve the notion of that improving quality, controlling costs, and adopting
best practices don´t mean success. Thus, scale economy, quality, aren’t not already enough.
Success requires the creation of new products and the implementation of new procedures and
business models with feature entrepreneurial.
Therefore, sensing, seizing and managing threats is the most important skill of the
companies, because this will provide competitive advantage and improve profits.

Referências
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of
(sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
https://doi.org/10.1002/smj