Abstract
Dynamic capabilities research aims to explain how firms manage to change in order to sustain their competitive advantage. Yet, despite considerable progress, dynamic capabilities theorizing struggles to capture novelty, which lies at the heart of change. We argue that this is caused by inherent limitations of the ways in which human action has been conceptualized: dynamic capabilities theorizing to date is based on rational or normative notions of actions, neither of which account for novelty in action. Hence, we propose that to overcome this impasse dynamic capabilities research needs to incorporate a concept of creative action into its theoretical apparatus. We elaborate on the positioning of creative action relative to existing dynamic capabilities theorizing and outline its implications for future dynamic capabilities research.
Original language | English |
---|---|
Pages (from-to) | 340-352 |
Number of pages | 13 |
Journal | Strategic Organization |
Volume | 13 |
Issue number | 4 |
Early online date | 5 Jul 2015 |
DOIs | |
Publication status | Published - Nov 2015 |
Keywords
- Capabilities
- dynamic capabilities
- organizational change
- resource-based view
- strategic change
Fingerprint Dive into the research topics of 'Rethinking dynamic capabilities from a creative action perspective'. Together they form a unique fingerprint.
Profiles
-
Robert MacIntosh
- School of Social Sciences - Professor
- Research Centres and Themes, Centre for Research on Work and Wellbeing - Professor
- Research Centres and Themes, Intercultural Research Centre - Professor
Person: Academic (Research & Teaching)