Skip to main content Accessibility help
×
Hostname: page-component-586b7cd67f-g8jcs Total loading time: 0 Render date: 2024-11-24T18:52:19.536Z Has data issue: false hasContentIssue false

Chapter 34 - Dynamic Capabilities and Routine Dynamics

from Part IV - Related Communities of Thought

Published online by Cambridge University Press:  11 December 2021

Martha S. Feldman
Affiliation:
University of California, Irvine
Brian T. Pentland
Affiliation:
Michigan State University
Luciana D'Adderio
Affiliation:
University of Edinburgh
Katharina Dittrich
Affiliation:
University of Warwick
Claus Rerup
Affiliation:
Frankfurt School of Finance and Management
David Seidl
Affiliation:
University of Zurich
Get access

Summary

In the strategic management tradition, dynamic capabilities are interpreted as grounded in high-level routines, while in the routine dynamics framework routines are seen as inherently dynamic. Despite the apparent convergence of constructs and interests, these two approaches to understanding routines and the dynamism that they embody and engender have not been building on each other. In this chapter I analyse commonalities and differences between the two views in relation to their ontologies, their focal interests, and their levels of theory, measurement and analysis. I also describe how the two views contribute—although from different angles—to answering the same questions on routines emergence and change, on their role in inhibiting and promoting creativity and novelty, and in maintaining pattern and variety. Finally, I provide directions for future research on routine participants, ecologies of routines, and routines performance, which build on both views, without necessarily integrating them.

Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ambrosini, V. and Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 2949.CrossRefGoogle Scholar
Ambrosini, V., Bowman, C. and Collier, N. (2009). Dynamic capabilities: An exploration of how firms renew their resource base. British Journal of Management, 20, S9S24.CrossRefGoogle Scholar
Aroles, J. and McLean, C. (2016). Rethinking stability and change in the study of organizational routines: Difference and repetition in a newspaper-printing factoryOrganization Science, 27(3), 535550.Google Scholar
Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256280.Google Scholar
Berente, N., Lyytinen, K., Yoo, Y. and King, J. L. (2016). Routines as shock absorbers during organizational transformation: Integration, control, and NASA’s enterprise information systemOrganization Science, 27(3), 551572.Google Scholar
Bertels, S., Howard-Grenville, J. and Pek, S. (2016). Cultural molding, shielding, and shoring at Oilco: The role of culture in the integration of routinesOrganization Science, 27(3), 573593.CrossRefGoogle Scholar
Bingham, C. B., Heimeriks, K. H., Schijven, M. and Gates, S. (2015). Concurrent learning: How firms develop multiple dynamic capabilities in parallel. Strategic Management Journal, 36(12), 18021825.Google Scholar
Brown, S. L. and Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 134.Google Scholar
Cohen, M. D. (2007). Reading Dewey: Reflections on the study of routine. Organization Studies, 28(5), 773786.Google Scholar
Cohendet, P. S. and Simon, L. O. (2016). Always playable: Recombining routines for creative efficiency at Ubisoft Montreal’s video game studioOrganization Science, 27(3), 614632.CrossRefGoogle Scholar
Cyert, R. M. and March, J. G. (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
D’Adderio, L. (2014). The replication dilemma unravelled: How organizations enact multiple goals in routine transfer. Organization Science, 25(5), 13251350.Google Scholar
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 10951121.CrossRefGoogle Scholar
Danneels, E. (2008). Organizational antecedents of second‐order competences. Strategic Management Journal, 29(5), 519543.Google Scholar
Danneels, E. (2011). Trying to become a different type of company: Dynamic capability at Smith Corona. Strategic Management Journal, 32(1), 131.Google Scholar
Dittrich, K., Guérard, S. and Seidl, D. (2016). Talking about routines: The role of reflective talk in routine changeOrganization Science, 27(3), 678697.Google Scholar
Dixon, S., Meyer, K. and Day, M. (2014). Building dynamic capabilities of adaptation and innovation: A study of micro-foundations in a transition economy. Long Range Planning, 47(4), 186205.CrossRefGoogle Scholar
Eisenhardt, K. M. and Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 11051121.3.0.CO;2-E>CrossRefGoogle Scholar
Feldman, M. S. and Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94118.Google Scholar
Feldman, M. S., Pentland, B. T., D’Adderio, L. and Lazaric, N. (2016). Beyond routines as things: Introduction to the special issue on routine dynamics. Organization Science, 27(3), 505513.Google Scholar
Grand, S. (2016). Routines, Strategies and Management: Engaging for Recurrent Creation ‘At the Edge’. Cheltenham: Edward Elgar Publishing.CrossRefGoogle Scholar
Hayward, M. L. A. (2002). When do firms learn from their acquisition experience? Evidence from 1990–1995. Strategic Management Journal, 23(1), 2139.CrossRefGoogle Scholar
Helfat, C. E. (1997). Know‐how and asset complementarity and dynamic capability accumulation: The case of R&D. Strategic Management Journal, 18(5), 339360.3.0.CO;2-7>CrossRefGoogle Scholar
Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. and Winter, S. G. (2007). Dynamic Capabilities: Understanding Strategic Change in Organizations. New York: John Wiley & Sons.Google Scholar
Helfat, C. E. and Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831850.Google Scholar
Helfat, C. E. and Winter, S. G. (2011). Untangling dynamic and operational capabilities: Strategy for the (N) ever‐changing world. Strategic Management Journal, 32(11), 12431250.Google Scholar
Heracleous, L. 2013. Quantum strategy at Apple Inc. Organizational Dynamics, 42(2), 9299.CrossRefGoogle Scholar
Hodgkinson, G. P. and Healey, M. P. (2011). Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management. Strategic Management Journal, 32(13), 15001516.CrossRefGoogle Scholar
Howard-Grenville, J. (2005). The persistence of flexible organizational routines: The role of agency and organizational context. Organization Science, 16(6), 618636.Google Scholar
Klein, K. J., Dansereau, F. and Hall, R. J. (1994). Levels issues in theory development, data collection, and analysis. Academy of Management Review, 19(2), 195229.Google Scholar
Kremser, W. and Schreyögg, G. (2016). The dynamics of interrelated routines: Introducing the cluster levelOrganization Science, 27(3), 698721.Google Scholar
Lazaric, N. (2008). Routines and routinization: An exploration of some micro-cognitive foundations. In Becker, M. C., ed., Handbook of Organizational Routines. Cheltenham: Edward Elgar, pp. 205227.Google Scholar
Lazaric, N. (2011). Organizational routines and cognition: An introduction to empirical and analytical contributions. Journal of Institutional Economics, 7(2), 147156.Google Scholar
MacLean, D., MacIntosh, R. and Seidl, D. (2015). Rethinking dynamic capabilities from a creative action perspective. Strategic Organization, 13(4), 340352.Google Scholar
Martin, J. A. (2011). Dynamic managerial capabilities and the multibusiness team: The role of episodic teams in executive leadership groups. Organization Science, 22(1), 118140.Google Scholar
Michel, A. A. (2014). The mutual constitution of persons and organizations: An ontological perspective on organizational change. Organization Science, 25(4), 10821110.Google Scholar
Nelson, R. R. and Winter, S. (1982). An Evolutionary Theory of Economic Change. Cambridge, MA: Belknap.Google Scholar
Pandza, K. and Thorpe, R. (2009). Creative search and strategic sense-making: Missing dimensions in the concept of dynamic capabilities. British Journal of Management, 20(1), S118S131.CrossRefGoogle Scholar
Parmigiani, A. and Howard-Grenville, J. (2011). Routines revisited: Exploring the capabilities and practice perspectives. Academy of Management Annals, 5(1), 413453.Google Scholar
Pentland, B. T., Feldman, M. S., Becker, M. C. and Liu, P. (2012). Dynamics of organizational routines: A generative model. Journal of Management Studies, 49(8), 14841508.CrossRefGoogle Scholar
Peteraf, M., Di Stefano, G. and Verona, G. (2013). The elephant in the room of dynamic capabilities: Bringing two diverging conversations together. Strategic Management Journal, 34(12), 13891410.Google Scholar
Prange, C., Bruyaka, O. and Marmenout, K. (2018). Investigating the transformation and transition processes between dynamic capabilities: Evidence from DHL. Organization Studies, 39(11), 15471573.CrossRefGoogle Scholar
Rerup, C. and Feldman, M. S. (2011). Routines as a source of change in organizational schema: The role of trial-and-error learning. Academy of Management Journal, 54, 577610.Google Scholar
Rousseau, D. (1985). Issues of level in organizational research: Multilevel and cross-level perspectives. In Cummings, L. L. and Staw, B. M., eds., Research in Organizational Behavior. Greenwich, CT: JAI Press, 7, 137.Google Scholar
Salvato, C. (2003). The role of micro‐strategies in the engineering of firm evolution. Journal of Management Studies, 40(1), 83108.CrossRefGoogle Scholar
Salvato, C. (2009). Capabilities unveiled: The role of ordinary activities in the evolution of product development processes. Organization Science, 20(2), 384409.CrossRefGoogle Scholar
Salvato, C. and Rerup, C. (2011). Beyond collective entities: Multilevel research on organizational routines and capabilities. Journal of Management, 37(2), 468490.Google Scholar
Salvato, C. and Rerup, C. (2018). Routine regulation: Balancing conflicting goals in organizational routines. Administrative Science Quarterly, 63(1), 170209.CrossRefGoogle Scholar
Salvato, C. and Vassolo, R. (2018) The sources of dynamism in dynamic capabilities. Strategic Management Journal (‘New theory in strategic management’ Special Issue), 39(6), 17281752.Google Scholar
Schilke, O., Hu, S. and Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, 12(1), 390439.CrossRefGoogle Scholar
Sele, K. and Grand, S. (2016). Unpacking the dynamics of ecologies of routines: Mediators and their generative effects in routine interactionsOrganization Science, 27(3), 722738.Google Scholar
Sonenshein, S. (2016). Routines and creativity: From dualism to dualityOrganization Science, 27(3), 739758.Google Scholar
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 13191350.Google Scholar
Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 13951401.Google Scholar
Teece, D. J. (2017). Towards a capability theory of (innovating) firms: Implications for management and policy. Cambridge Journal of Economics, 41(3), 693720.Google Scholar
Teece, D. J. (2018). Dynamic capabilities as (workable) management systems theory. Journal of Management & Organization, 24(3), 359368.Google Scholar
Teece, D. and Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537556.Google Scholar
Teece, D. J., Pisano, G. and Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509533.3.0.CO;2-Z>CrossRefGoogle Scholar
Tippmann, E., Sharkey Scott, P. and Mangematin, V. (2014) Stimulating knowledge search routines and architecture competences: The role of organizational context and middle management. Long Range Planning, 47(4), 206223.Google Scholar
Tripsas, M. and Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10/11), 11471161.3.0.CO;2-R>CrossRefGoogle Scholar
Turner, S. F. and Rindova, V. (2012). A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change. Organization Science, 23(1), 2446.Google Scholar
Warner, K. S. R. and Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326349.Google Scholar
Winter, S. G. (2000). The satisficing principle in capability learning. Strategic Management Journal, Special Issue, 21(10–11), 981996.Google Scholar
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991995.CrossRefGoogle Scholar
Winter, S. G. (2008). Dynamic capability as a source of change. In Ebner, A. and Beck, N., eds., The Institutions of the Market. Organizations, Social Systems, and Governance. New York: Oxford University Press, pp. 4065.Google Scholar
Zahra, S. A., Sapienza, H. J. and Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: A review, model and research agenda. Journal of Management Studies, 43(4), 917955.Google Scholar
Zbaracki, M. J. and Bergen, M. (2010). When truces collapse: A longitudinal study of price-adjustment routines. Organization Science, 21(5), 955972.Google Scholar
Zollo, M. and Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339351.Google Scholar
Zollo, M., Reuer, J. J. and Singh, H. (2002). Interorganizational routines and performance in strategic alliances. Organization Science, 13(6), 701713.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×