This study analyzes prescriptive insights in all 154 publications on dynamic capabilities in leading journals from 1992 to 2013. Prescriptions appear strongly biased toward the use and development of dynamic capabilities in market strategies but rarely how to leverage other strategies for growth and adaptation. Further, prescribed interventions favor some means inherent in the dynamic capabilities concept, while ignoring others. Overall, data reveals that while the dynamic capability research program proclaims “guidance to managers” as its hallmark, the prescriptive rate of 37.7 % suggest not when compared to the average 51.0 % in management sciences. As such, we offer corrective actions which other programs of strategic management research can learn from too.