Dynamic resource capabilities: a resource architecture perspective on strategic renewal in the digital era

Purpose This paper introduces the concept of dynamic resource capabilities (DRCs) to explain how adaptive capacity can emerge from the structural and informational properties embedded within firms' resource architectures. Design/methodology/approach Drawing on the resource-based view, knowledge-based theory and evolutionary economics, the study develops a conceptual framework that reconceptualizes resources as active structural conditions shaping organizational adaptation. The framework identifies three mechanisms – resource cognition, resource complementarity and resource renewal capital – that together form DRCs. Findings The analysis suggests that adaptive capacity can arise not only from managerial agency but also from the configuration and interaction of resources within the firm. These mechanisms enable the recombination and renewal of resources, thereby supporting strategic renewal and sustained competitive advantage in dynamic environments. Originality/value The study extends the micro-foundations of dynamic capabilities by shifting attention from managerial-centric explanations of adaptation to the structural dynamics embedded within the resource architecture of the firm.