The transformative team-up of emergent strategies and dynamic capabilities: guiding agrifood organizations through change

Abstract In this article a new view of the theoretical frameworks of Teece’s dynamic capabilities and Mintzberg’s emergent strategy is offered. Merging both of these concepts into one framework provides insight into their reciprocal relationship. Situations are highlighted in which these two concepts can support an organization and aid during periods of internal and external change and disruption, currently presenting to the agricultural sector by demanding advances in digitalization and sustainability, or by external events. This article is relevant to management scholars and management practitioners alike. Providing an extension of the theoretical frameworks, the article presents organizational and individual factors aiding both concepts, and areas of further investigation to fully understand the mechanics behind emergent strategies and dynamic capabilities. With the understanding of impactful factors, organizational leaders will learn how they can support their organization and foster innovation to sustain a competitive advantage within their market environment.