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- Dynamic capabilities : understanding strategic change in organization.
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Dynamic capabilities and organizational performance: The mediating role of innovation
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By Henry Chesbrough. By David C. Mowery and Nathan Rosenberg. The individual's ability to create new solutions in ambiguous situations becomes also an important source to overcome inertia Foss, ; Leonard-Barton, Issue-selling Dutton et al.
The manager's decisions are embedded in an organizational culture guiding behavior of organizational members and determine what is forbidden and what is allowed Alvesson, Path-dependence research further emphasizes the firm's struggle of overcoming lock-in situations Sydow et al. Within this corridor of opportunities and threats, it is the concrete configuration of organizational and individual activities that defines the organizational capability for renewal Sprafke et al.
With respect to future research, it is an important question how exactly the organizational and the individual level interact and reflect the broader institutional environment in order to practice change. Further questions related to practices of change are the influencing factors of dynamic capabilities as well as their limitations and restrictions for dealing with unexpected situations e.
All kinds of empirical settings — e. We want to provide a home for scholars who bridge organization and strategy research. Thus, questions are as follows:. Member Area. Enter your Member ID or Email here. Enter your Password here.
Dynamic Managerial Capabilities - Oxford Research Encyclopedia of Business and Management
Forgotten your password? Suche Suchbegriff. Back to list Program. Aim of the sub-theme With respect to future research, it is an important question how exactly the organizational and the individual level interact and reflect the broader institutional environment in order to practice change. Thus, questions are as follows: How strategic decisions constitute dynamic capabilities?
How dynamic capabilities actually lead to change in the organization? How firms generate resilience and strategic flexibility to deal with external turbulences? How different levels regional-institutional, organizational team, individual interact in facilitating change? How individuals shape the firm's change agenda by issue-selling activities to overcome inertia?
How defensive routines or cultural elements restrict the individual's influence towards change? References Alvesson, M. Ambrosini, V.
Augier, M. Baum, J. Cohendet, P.