Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure

2012/03/07 by Teppo Felin, Nicolai J. Foss, Koen H. Heimeriks +1 · 16 citations
Business, Management and Accounting · Decision Sciences · #Innovation and Knowledge Management #Complex Systems and Decision Making #Business Strategy and Innovation

paper · doi:10.1111/j.1467-6486.2012.01052.x

Abstract

abstract This article introduces the Special Issue and discusses the microfoundations of routines and capabilities, including why a microfoundations view is needed and how it may inform work on organizational and competitive heterogeneity. Building on extant research, we identify three primary categories of micro‐level components underlying routines and capabilities: individuals, social processes, and structure. We discuss how these components, and their interactions, may affect routines and capabilities. In doing so, we outline a research agenda for advancing the field's understanding of the microfoundations of routines and capabilities.

Citations

• The Mirage of Microfoundations
• Dynamic Capabilities: Routines versus Entrepreneurial Action
• Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris
• A Garbage Can Model of Organizational Choice
• Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
• PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT.
• Reconceptualizing Organizational Routines as a Source of Flexibility and Change
• Prospect Theory: An Analysis of Decision under Risk
• Technology as an Occasion for Structuring: Evidence from Observations of CT Scanners and the Social Order of Radiology Departments

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• Exploratory and exploitative capability paths for innovation: A contingency framework for harnessing fuzziness in the front end
• Capabilities for transformative sustainability management in cities
• Absorbing Knowledge from and with External Partners: The Role of Social Integration Mechanisms
• Rethinking evolutionary economic geography through a gender lens
• Digital Leadership: Towards a Dynamic Managerial Capability Perspective of Artificial Intelligence-Driven Leader Capabilities
• The micro-foundations of ambidexterity for corporate social performance: A study on sustainability managers’ response to conflicting goals
• The historical evolution of dynamic capabilities: From resource reconfiguration to strategic orchestration
• Artificial intelligence in innovation management: A review of innovation capabilities and a taxonomy of <scp>AI</scp> applications
• Dynamic Capabilities and Microfoundations to Overcome Barriers to Circular Economy Implementation

Related

• Dynamics of Organizational Routines: A Generative Model
• Organizational Routines as Sources of Connections and Understandings
• Reconceptualizing Organizational Routines as a Source of Flexibility and Change
• Routine Dynamics and Fluid Technologies at Work
• The dynamic resource‐based view: capability lifecycles