This research elaborates the concept of Resource Recombination in firms from a Dynamic Capability perspective. With the investigation of the role of Dynamic Capabilities in the process of Resource Recombination, this research addresses some existing shortcomings in the Dynamic Capability literature, where there is a crucial need to better understand the interrelationship between Dynamic Capabilities, the firm`s resource base, and innovation in form of Resource Recombinations. Examining the effect of a specific set of Dynamic Capabilities - namely the firm`s Sensing Capacity, Learning Capacity, Integrating Capacity and Coordinating Capacity - on Resource Recombination in firms, this research sheds light on what it is that explains the competitive heterogeneity and variance in resource value creation across firms. Addressing this issue, this research contributes to the resource and competence based research by presenting and empirically testing a conceptual model of factors influencing Resource Recombination in firms.The conceptual model is developed based on a thorough literature review, before being further tested, refined and validated using a mixed method research approach, entailing both qualitative and quantitative research steps. Hereto, empirical data from 208 target respondents is analysed applying structural equation modelling (SEM) principles, including structural path analysis and hypothesis testing, model re-specification, as well as mediation and moderation analyses.In line with the resource based view (RBV), empirical findings confirm that the firm`s resource endowments explain - in part - value creation in firms. But moreover this study found that the effectiveness of those resource endowments to provide productive performance outcomes depends on the extent to which firms possess specific Dynamic Capabilities: Sensing and Learning capacities are important for building the potential value of resources for Resource Recombination, while Integrating and Coordinating capacities are necessary for realising the value creation potential of those resources by developing new Resource Recombinations. Accordingly, regarding their role and effects towards Resource Recombination, two different types of Dynamic Capabilities can be distinguished: Potential Building Dynamic Capabilities and Value Realizing Dynamic Capabilities, whereby both capacity modes have complementary roles and are critical to the achievement of superior performance. Moreover, empirical evidence is given that the firm`s Entrepreneurial Orientation and Networking Orientation are important antecedents for the development of Dynamic Capabilities, and consequently Resource Recombinations.The principal aim of this research was to bring clarity to the notion of Dynamic Capabilities, their role and effects towards building Resource Recombinations in firms. With the Dynamic Capability framework and conceptual model presented, this research offers a more precise definition of the firm`s Dynamic Capabilities, shedding light on their role and effects towards developing new Resource Recombinations and separating them from their antecedents and consequences. Therewith, this research not only contributes towards opening up the black box of Resource Recombination in firms, but moreover helps to establish Dynamic Capabilities as a theoretically, well-founded and useful construct for strategic management. By explicitly embedding the Dynamic Capability perspective in resource based explanations for value creation, this research extends the traditional focus of the RBV, working towards a more dynamic interpretation of the RBV. It thereby tries to overcome the identified limitations of past research in this field.
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