Dynamic Capabilities: Celebrating the Plurality of Understandings of the Concept -- Explaining the Popularity of the Dynamic Capabilities Framework: A Comment -- Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change -- Confirmation Bias: A Boundary Condition for Dynamic Managerial Capabilities in the Context of Strategic Change -- Data Analytics and Knowledge Integration Mechanisms: The Role of Social Interactions in Innovation Management -- Understanding the Antecedents of Lock-In Switching Costs and Network Externalities in the Context of Digital Innovation -- Consumer Persuasion Knowledge as Dynamic Capability -- Physical, Digital, and Hybrid Workspaces: From the Process of Creation to the Process of Use.

Building on the seminal work of David Teece, Kathleen Eisenhardt, Jeffrey Martin, and others, this volume applies the concept of dynamic capabilities to help readers understand how organizations can be successful in highly dynamic environments. The contributions, written by researchers who participated in the research program "Dynamic Capabilities and Relationships" and international researchers who participated in the program's international conference (both funded by the Dieter Schwarz Foundation), highlight state-of-the-art research on dynamic capabilities and relationships. They also put forward an integrated management approach for the purpose of understanding, analyzing, and managing the successful creation and adaptation of capabilities and relationships.