2020/11/28 by Alex Kevill, Kiran Trehan, Shelley Harrington +2 · 37 citations
Business, Management and Accounting · Social Sciences · #Business #Computer science #Computer security #Core (optical fiber) #Dynamic capabilities #Foundation (evidence) #Global and Cross-Cultural Management #Industrial organization #Innovation and Socioeconomic Development #Knowledge management #Political science #Process management #Stability (learning theory) #Supply Chain Resilience and Risk Management #Vulnerability (computing)
paper · pdf · doi:10.1177/0266242620970473
published in International Small Business Journal: Researching Entrepreneurship 39(6), 507-531 (SAGE Publications)
crossref issued 2020/11/28 · crossref published 2020/11/28 · crossref published-online 2020/11/28 · openalex publication_date 2020/11/28 · crossref created 2020/11/28 · crossref published-print 2021/09/01 · openalex created_date 2025/10/10 · crossref deposited 2026/04/29 · crossref indexed 2026/08/04 · openalex updated_date 2026/08/04
This article analyses how dynamic capabilities are enacted in micro-enterprises and what role different parties and managerial time allocation play in this enactment. Drawing upon three in-depth case studies of micro-enterprises, we make three theoretical contributions. First, after arguing that micro-enterprises are likely to enact individual- or group-level dynamic managerial capabilities rather than organisation-level dynamic capabilities, we counter Teece’s warnings about the vulnerable nature of dynamic managerial capabilities. Second, we identify that how managers allocate their own time, is a core micro-foundation of dynamic managerial capabilities; we illustrate that failure to allocate time to capability enactment can lead to capability vulnerability. Finally, we introduce the notion of ‘self-damaging dynamic managerial capabilities’ – these being capabilities that damage established micro-foundations.