La dinámica empresarial desde la integración de los microfundamentos y las capacidades dinámicas de la dirección estratégica

  1. José Francisco Molina Azorín 1
  1. 1 Universitat d'Alacant
    info

    Universitat d'Alacant

    Alicante, España

    ROR https://ror.org/05t8bcz72

Revista:
Economía industrial

ISSN: 0422-2784

Any de publicació: 2016

Títol de l'exemplar: Dinámica empresarial

Número: 399

Pàgines: 33-41

Tipus: Article

Altres publicacions en: Economía industrial

Resum

Business dynamics analyzes the change processes of firms, examining their causes and antecedents. From the strategic management field, one of the perspectives that may contribute to this topic is the dynamic capabilities view. Moreover, another relevant research approach in the last few years in strategy is the microfoundations movement. The main objective of this paper is to analyze the main contributions of microfoundations to the dynamic capabilities perspective through the integration of these two strategic approaches. Several works that study the microfoundations of dynamic capabilities are identified and examined

Referències bibliogràfiques

  • ABELL, P.; FELIN, T.; FOSS, N. (2008): «Building micro-foundations for the routines, capabilities, and performance links», Managerial and Decision Economics, nº 29, pp. 489-502.
  • AGUINIS, H.; BOYD, B.; PIERCE, C. y SHORT, J. (2011): «Walking new avenues in management research methods and theories: Bridging micro and macro domains», Journal of Management, 37, 395-403.
  • AGUINIS, H. y MOLINA-AZORÍN, J.F. (2015): «Using multilevel modeling and mixed methods to make theoretical progress in microfoundations for strategy research», Strategic Organization, nº 13, pp. 353-364.
  • AMBROSINI V. y BOWMAN, C. (2009): «What are dynamic capabilities and are they a useful construct in strategic management». International Journal of Management Reviews, nº 11, pp. 29-49.
  • ARGOTE, L. y REN, Y. (2012): «Transactive memory systems: A microfoundation of dynamic capabilities». Journal of Management Studies, nº 49, pp. 1375-1382.
  • AUGIER, M. y TEECE, D. (2009): «Dynamic capabilities and the role of managers in business strategy and economic performance». Organization Science, nº 20, pp. 410-421.
  • BARNEY, J. (1991): «Firm resources and sustained competitive advantage». Journal of Management, nº 17, pp. 99-120.
  • BARRALES-MOLINA, V.; MARTINEZ-LOPEZ, F.J. y GAZQUEZ-ABAD, J.C. (2014): «Dynamic marketing capabilities: toward an integrative framework». International Journal of Management Reviews, nº 16, pp. 397-416.
  • BARRETO, I. (2010): «Dynamic capabilities: a review of past research and an agenda for the future«. Journal of Management, nº 36, pp. 256-280.
  • BUENO, E. (2015): «Como dinamizar la Pyme en el entorno económico actual. Análisis de los procesos y fuerzas de cambio». Revista de la Asociación Española de Contabilidad y Administración de Empresas, Especial XVIII Congreso, septiembre, 111, 12-14.
  • CRESWELL, J. y PLANO CLARK, V. (2007): Designing and conducting mixed methods research. Thousand Oaks, Sage.
  • CROOK, T.; KETCHEN, D.; COMBS, J. y TODD, S. (2008): «Strategic resources and performance: A meta-analysis». Strategic Manage ment Journal, nº 29, pp. 1141-1154.
  • DEVINNEY, T. (2013): «Is microfoundational thinking critical to management thought and practice?». Academy of Management Perspectives, nº 27, pp. 81-84.
  • Di STEFANO, G.; PETERAF, M. y VERONA, G. (2010): «Dynamic capabilities deconstructed: a bibliographic investigation into the origins, development and future directions of the research domain». Industrial and Corporate Change, nº 19, pp. 1187-1204.
  • Di STEFANO, G.; PETERAF, M. y VERONA, G. (2014): «The organizational drivetrain: a road to integration of dynamic capabilities research». Academy of Management Perspectives, nº 28, pp. 307-327.
  • DIXON, S.; MEYER, K. y DAY, M. (2014): «Building dynamic capabilities of adaption and innovation: a study of micro-foundations in a transition economy». Long Range Planning, nº 47, pp. 186-205.
  • EASTERBY-SMITH, M.; LYLES, M. y PETERAF, M. (2009): «Dynamic capabilities: current debates and future directions». British Journal of Management, nº 20, pp. S1-S8.
  • EISENHARDT, K.; FURR, N. y BINGHAM, C. (2010): «Microfoundations of performance: balancing efficiency and flexibility in dynamic environments». Organization Science, nº 21, pp. 1263-1273.
  • EISENHARDT, K. y MARTIN, J. (2000): «Dynamic capabilities: what are they?». Strategic Management Journal, nº 21, pp. 1105-1121.
  • ERIKSSON, T. (2013): «Methodological issues in dynamic capabilities research: a critical review». Baltic Journal of Management, nº 8, pp. 306-327.
  • ERIKSSON, T. (2014): «Processes, antedecents and outcomes of dynamic capabilities». Scandinavian Journal of Management, nº 30, pp. 65-82.
  • FELIN, T. y FOSS, N. (2005): «Strategic organization: a field in search of micro-foundations». Strategic Organization, nº 3, pp. 441-455.
  • FELIN, T.; FOSS, N.; HEIMERIKS, K. y MADSEN, T. (2012): «Micro foundations of routines and capabilities: Individuals, processes, and structure». Journal of Management Studies, nº 49, pp. 1351-1374.
  • FELIN, T.; FOSS, N. y PLOYHART, R. (2015). «The microfoundations movement in strategy and organization theory». Academy of Mana gement Annals, nº 9, pp. 575-632.
  • FELIN, T. y HESTERLY, W. (2007): «The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge». Academy of Management Review, nº 32, pp. 195-218.
  • FOSS, N. (2010): «Micro-foundations for management research: What, why, and whither?». Cuadernos de Economía y Dirección de la Empresa, nº 42, pp. 11-34.
  • FOSS, N. (2011): «Why micro-foundations for resource-based theory are needed and what they may look like». Journal of Mana gement, nº 37, pp. 1413-1428.
  • GAVETTI, G. (2005): «Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development». Organization Science, nº 16, pp. 599-617.
  • HELFAT, C.; FINKELSTEIN, S.; MITCHELL, W.; PETERAF, M.; SINGH, H.; TEECE, D. y WINTER, S. (2007): Dynamic capabilities: understanding strategic change in organizations. London, Blackwell.
  • HELFAT, C. y MARTIN, J. (2015): «Dynamic managerial capabilities: review and assessment of managerial impact on strategic change». Journal of Management, nº 41, pp. 1281-1312.
  • HELFAT, C. y PETERAF, M. (2003): «The dynamic resource-based view: capability lifecycles». Strategic Management Journal, nº 24, pp. 997-1010.
  • HELFAT, C. y PETERAF, M. (2015): «Managerial cognitive capabilities and the microfoundations of dynamic capabilities». Strategic Management Journal, nº 36, pp. 831-850.
  • HODGKINSON, G. y HEALEY, M. (2011): «Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management». Strategic Management Journal, nº 32, pp. 1500-1516.
  • HOFMANN, D. (1997): «An overview of the logic and rationale of hierarchical linear models». Journal of Management, nº 23, pp. 723-744.
  • KATKALO, V.; PITELIS, C. y TEECE, D. (2010): «Introduction: on the nature and scope of dynamic capabilities». Industrial and Corporate Change, vol. 19, pp. 1175-1186.
  • KEMPER, J.; SCHILKE, O. y BRETTEL, M. (2013). «Social capital as a microlevel origin of organizational capabilities». Journal of Production and Innovation Management, nº 30, pp. 589-603.
  • KLEIN, K. y KOZLOWSKI, S. (2000). Multilevel theory, research and methods in organizations: Foundations, extensions and new directions. San Francisco, Jossey-Bass.
  • KLEINBAUM, A. y STUART, T. (2014): «Network responsiveness: the social structural microfoundations of dynamic capabilities». Academy of Management Perspectives, nº 28, pp. 353-367.
  • LAUREIRO-MARTÍNEZ, D.; BRUSONI, S.; CANESSA, N. y ZOLLO M. (2015). «Understanding the exploration-exploitation dilemma: an fMRI study of attention control and decision-making performance». Strategic Management Journal, nº 36, pp. 319-338.
  • MATHIEU, J. y CHEN, G. (2011). «The etiology of the multilevel paradigm in management research». Journal of Management, nº 37, pp. 610-641.
  • MCGAHAN, A.; PORTER, M. (1997). «How much does industry matter, really?». Strategic Management Journal, nº 18, pp. 15-30.
  • MOLINA-AZORÍN, J.F. (2012)«Mixed methods research in strategic management: impact and applications». Organizational Research Methods, nº 15, pp. 33-56.
  • MOLINA-AZORÍN, J.F. (2014): «Microfoundations of strategic management: toward micro-macro research in the resource-based theory». BRQ Business Research Quarterly, nº 17, pp. 102-114.
  • PETERAF, M.; DI STEFANO, G. y VERONA, G. (2013): «The elephant in the room of dynamic capabilities: bringing two diverging conversations together». Strategic Management Journal, nº 34, pp. 1389-1410.
  • POWELL, T.; LOVALLO, D. y FOX, C. (2011). «Behavioral strategy». Strategic Management Journal, nº 32, pp. 1369-1386.
  • PRIEM, R. y BUTLER, J. (2001). «Is the resource-based view a useful perspective for strategic management?». Academy of Manage ment Review, nº 26, pp. 22-40.
  • RODENBACH, M. y BRETTEL, M. (2012). «CEO experience as microlevel origin of dynamic capabilities». Management Decision, nº 50, pp. 611-634.
  • SALVATO, C. (2009). «Capabilities unveiled: The role of ordinary activities in the evolution of product development processes». Organi zation Science, nº 20, pp. 384-409.
  • SCHILKE, O. (2014). «Second-order dynamic capabilities: how do they matter?». Academy of Management Perpectives, nº 28, pp. 368-380.
  • SPRAFKE, N.; EXTERNBRINK, K. y WILKENS, U. (2012): «Exploring micro-foundations of dynamic capabilities: insights from a case study in the engineering sector», en Sanchez, R. y Heene, A. (eds.), A focused issue on competence perspectives on new industry dynamics (Research in competence-based management, Vol. 6). Emerald, pp. 117-152.
  • TEECE, D. (2007). «Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance». Strategic Management Journal, nº 28, pp. 1319-1350.
  • TEECE, D. (2009). Dynamic capabilities and strategic management. New York, Oxford University Press.
  • TEECE, D. (2012). «Dynamic capabilities: routines versus entrepreneurial action». Journal of Management Studies, nº 49, pp. 13951401.
  • TEECE, D. (2014). «The foundations of enterprise performance: dynamic and ordinary capabilities in an (economic) theory of firms». Academy of Management Perspectives, nº 28, pp. 328-352.
  • TEECE, D. y PISANO, G. (1994). «The dynamic capabilities of firms: An introduction». Industrial and Corporate Change, nº 3, pp. 537-556.
  • TEECE, D.; PISANO, G. y SHUEN, A. (1997). «Dynamic capabilities and strategic management». Strategic Management Journal, nº 18, pp. 509-533.
  • VOGEL, T. y GÜTTEL, W. (2013). «The dynamic capability view in strategic management: a bibliometric review».International Journal of Management Reviews, nº 15, pp. 426-446.
  • WANG, C. y AHMED, P. (2007). «Dynamic capabilities: a review and research agenda». International Journal of Management Reviews, nº 9, pp. 31-51.
  • WINTER, S. (2003). «Understanding dynamic capabilities». Strategic Management Journal, nº 24, pp. 991-995.
  • WINTER, S. (2013). «Habit, deliberation and action: Strengthening the microfoundations of routines and capabilities». Academy of Management Perspectives, nº 27, pp. 120-137.
  • ZAHRA, S.; SAPIENZA, H. y DAVIDSSON, P. (2006): «Entrepreneurship and dynamic capabilities: A review, model and research agenda». Journal of Management Studies, nº 43, pp. 917-955.
  • ZOLLO, M. y WINTER, S. (2002). «Deliberate learning and the evolution of dynamic capabilities»., Organization Science, nº 13, pp. 339-351.