Abstract
There is a growing sense that tertiary institutions lack the necessary dynamism needed to align and realign assets continuously in order to achieve the necessary congruence with the environment. The aim of this study was to explore the role of dynamic capabilities on strategy implementation at a private college operating in South Africa to overcome capacity issues around strategic change. This study drew on dynamic capabilities theory, for clues as to how organisations become dynamic through bolstering sensing, seizing and transformation capacities. The study followed a qualitative approach, with a single case as the research strategy. An interpretivist role was assumed because it allowed understanding and exploration in a context-specific setting. Content analysis was utilised to analyse the data generated from the interviews conducted. The study revealed the presence of sensing and seizing capacities at the private college. It was established that there were inadequacies in the college’s ability to transform within the context of dynamic capabilities as provided in the framework. The conclusion was that dynamic capabilities were catalytic in nature and therefore the implementation of strategy should balance the three capacities namely, sensing, seizing and transforming. It was recommended that the private college should further investigate the possibilities of refining its transformational capacity to augment the level of dynamic capabilities it already enjoyed.