This issue of REB comprises four empirical research papers addressing dynamic capabilities’ development issues in companies from different countries. The concept of dynamic capabilities arose from a key shortcoming of the resource-based view (RBV) of the firm. Teece, Pisano, and Shuen (1997) define dynamic capabilities as ‘the ability to integrate, build, and reconfigure internal and external competencies to address rapidly-changing environments’. While the RBV emphasizes resource choice or the selecting of appropriate resources, dynamic capabilities emphasize resource development and renewal. With environmental changes capabilities need to find new fit as well, this makes capabilities to be dynamic. To keep pace with surroundings, companies need to concentrate on the development of capabilities. Since the seminal work of Helfat and Peteraf (2003) and a few others, dynamic capabilities development issues have not received its deserved attention.