Session 62

Multi-level perspectives on capability development

Track J

Date: Monday, October 5, 2015

Track I

Time: 08:00 – 09:15

Paper

Room: Governor's Square 10


Session Chair:

  • Martin Friesl, Lancaster University

Title: Curing Healthcare through Dynamic Managerial Capabilities? Investigating the Role of Protocols in Hospitals’ Adaptation Process

Authors

  • Emre Karali, Erasmus University Rotterdam
  • Henk Volberda, Erasmus University Rotterdam
  • Jatinder Sidhu, Erasmus University Rotterdam

Abstract: For years, scholars have searched for the answer to how competitive advantage can be achieved and maintained. This quest becomes even more difficult in environments that are highly dynamic. Hospitals face this dilemma. What is even more interesting, or troubling, is that these organizations are seemingly highly rigid and restricted through being monitored by institutions, having to obey to many laws and regulations with respect to operating and quality standards, and have to operate in line with restrictive protocols. Still, some hospitals manage to achieve adequate perforamances, whereas indeed other go bankrupt. In particular protocols, as restrictions endogenous to the hospital, are factors that a manager is able to control through continuous adaptation and aligning interests of many hospital stakeholders. This article provides a qualitative inquiry into how dynamic managerial capabilities help hospitals overcome the described dilemma, through a case study in 3 hospitals.

Title: Practices and Firm Performance: Understanding Dynamic Capabilities as Habitus

Authors

  • Ajit Nayak, University of Exeter
  • Robert Chia, University of Glasgow
  • J Ignacio Canales, University of Glasgow

Abstract: The possibility that everyday micro-organizational practices can give rise to dynamic capabilities that then provides a firm with competitive advantage over its rivals, remains an intriguing but unexamined question. We argue here that a firm’s dynamic capabilities are better understood in practice-terms as its cultivated ‘habitus’. From this practice-based perspective a ‘firm’ is nothing more than the gradual ‘firming up’ of a collection of productive social practices. What accounts for a firm’s competitive advantage therefore is an amalgam of historically-shaped social practices held together by an underlying ‘habitus’ which predisposes the firm to respond to external challenges in a unique and idiosyncratic manner that sets it apart from its competitors. This helps explain why an organizations’ success is often deemed to be inimitable and non-substitutable.

Title: Shaping the Environment while Breaking with the Past: A Capability-Practice Perspective on Firms Growth

Authors

  • Joakim Netz, Stockholm University

Abstract: Whereas strategy research has begun to clarify how practices as well as capabilities affect routines, much less is known about the capability-practice relationship, in particular the activities that shapes the environment. How do practice influence the shaping-effect of capabilities while breaking with the past? To examine this question, I pursue theory development and draw on empirical data from Ericsson and ABB. Based on a polar cross-case comparison with strong replication of evidence, two key categories emerged from a data-set of 5.000 documents including 625 verbatim transcripts from 29 interviews. The study shows that managers’ use symbolic capital in strategizing that changes a capability rather than a routine-component. To theorize this finding, the Bourdieusian perspective provided useful frame of reference to develop compelling theory.

Title: The Morphogenesis of Organisational Capabilities

Authors

  • Royston Meriton, Univeristy of Leeds
  • Krsto Pandza, University of Leeds

Abstract: The ontological turn in organisational capabilities theorising has pitched methodological individualism against methodological collectivism. Although illuminating in their own rights, it has been acknowledged that reconciling this dichotomy holds the key to unlocking the capabilities paradox. In this work we attempt to provide a solution to this micro-macro divide. Drawing on Archer’s morphogenesis approach we examine capabilities in terms of emergent social structures. We argue for the pre-existence of an objective capability and analyse its reproduction or transformation in terms of a reciprocal interplay between the emergent powers of structure, culture and agency. We thus maintain that by preserving the ontic differentiation between structure, culture and agency the conditions propitious for continuity or change are illuminated.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 81: Mapping current insights on strategy implementation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Sun: 17:45 – 00:00
Session 318: Strategy Practice Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Mon: 13:45 – 15:00
Session 63: Political and Material Aspects of Strategy Making
Tue: 11:00 – 12:15
Session 64: Strategic Renewal through Practical Engagement
Tue: 14:15 – 15:30
Session 65: Strategy Practice, Identity and Sensemaking
Tue: 15:45 – 17:00
Session 66: Building Nonmarket Strategic Capability
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts


Strategic Management Society

Denver