Exploring Micro-Foundations of Dynamic Capabilities: Insights from a Case Study in the Engineering Sector

Sprafke, Nicole; Externbrink, Kai; Wilkens, Uta

doi:10.1108/s1744-2117(2012)0000006007

Cited by 20 publications

(30 citation statements)

References 52 publications

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“…While these elements of DC have been widely used in management research (e.g. Pisano, 2017;Sprafke, Externbrink and Wilkens, 2012;Burisch and Wohlgemuth, 2016), the implications for improving SME participation in public procurement is still an underexplored area in the literature. This paper seeks to advance knowledge in this area.…”

Section: Dynamic Capability (Dc) Theory: Development and Critiquementioning

confidence: 99%

Dynamic capabilities for SME participation in public procurement

Akenroye

Owens

Baz

et al. 2020

BPMJ

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PurposeAlthough small- and medium-sized enterprises (SMEs) play major roles in most economies in terms of job creation, innovation and contribution to national income, they are often underrepresented in public procurement markets. This paper aims to explore how the dynamic capabilities theory can improve SME participation in public procurement.Design/methodology/approachThrough a systematic literature review, the paper identifies common barriers to the effective participation of SMEs in public procurement and explores the applicability of the dynamic capabilities theory in addressing these barriers.FindingsA theoretical analysis was conducted to identify possible relationships between the factors reported in the literature as barriers to SME participation in public procurement and different components of the dynamic capabilities of firms (i.e. sensing, seizing, reconfiguring and learning). Seven key propositions were generated to guide future research.Research limitations/implicationsDespite its contributions, this paper is based solely on a systematic literature review and theoretical analysis. Future studies could use meta-analysis to review multiple studies relating to the nexus between SMEs and public procurement, hence improving methodological rigour.Practical implicationsThe paper contributes to the ongoing debate about whether and how SMEs can leverage their resources and capabilities to develop self-help strategies to improve participation in public procurement, an area yet underexplored in the literature.Originality/valueThis is one of the few studies examining the implications of firm-level capabilities of SME activity in public procurement markets. The findings may be beneficial to SME managers/owners, particularly regarding firms' ability to leverage resources and capabilities to participate effectively in public procurement.

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Section: Dynamic Capability (Dc) Theory: Development and Critiquementioning

confidence: 99%

Dynamic capabilities for SME participation in public procurement

Akenroye

Owens

Baz

et al. 2020

BPMJ

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“…Another exception is work by Sprafke, Externbrink and Wilkens (2012) exploring the micro-foundations of dynamic capabilities from a behavioural perspective. It suggests that psychological empowerment can play a role in higher level (collective) dynamic capabilities by enhancing the effect of individual level dynamic capabilities on collective dynamic capabilities through the behaviours engendered from those who perceive themselves to be empowered.…”

Section: Dynamic Capabilities and Their Micro-foundationsmentioning

confidence: 99%

“…Given the broad scope of potential micro-foundations underpinning any one dynamic capability, future research could potentially inquire into many different possible micro-foundations. However, to generate deep understanding and address limitations of broadness within the studies of Koryak et al (2015), Lockett et al (2013) and Sprafke et al (2012), we concentrate specifically on understanding perceived self-efficacy as a potential micro-foundation of dynamic capabilities in microenterprises.…”

Section: Dynamic Capabilities and Their Micro-foundationsmentioning

confidence: 99%

Perceiving ‘capability’ within dynamic capabilities: The role of owner-manager self-efficacy

Kevill

Trehan

Easterby‐Smith

2017

International Small Business Journal: Researching Entrepreneurs

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This article combines two popular, yet separate concepts: dynamic capabilities and self-efficacy. Both are concerned with ability/capability and offer potentially valuable synergies. As such, our in-depth qualitative study based in three micro-enterprises in the United Kingdom investigates, ‘what role(s) may owner-manager perceived self-efficacy play as a micro-foundation of dynamic capabilities in micro-enterprises?’ Our findings show that perceived self-efficacy can influence dynamic capability enactment in multifaceted ways and even suggest that in some cases, perceived self-efficacy is a crucial component of dynamic capabilities, without which there may be no such capability. These insights help open up the black box of dynamic capabilities by contributing important knowledge to the growing body of research into the micro-foundations of such capabilities. Furthermore, our study illuminates the importance of idiosyncratic micro-foundations of dynamic capabilities in micro-enterprises and expands extant knowledge of the potential effects of self-efficacy in the small business and entrepreneurship domain.

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“…Felin, Foss, and Ployhart (2015) highlight individual's KSAOs (knowledge, skills, abilities, other characteristics) as a potential source of DCs and thereby refer to a concept that originates from psychological work analysis and competency research. Sprafke, Externbrink, and Wilkens (2012) follow a similar route by focusing on individual capabilities as meta-constructs of individual behavior. In a case study, they demonstrated that the individual capability to cope with complex and uncertain situations enhances the perceived firms' capability to persist in dynamic environments.…”

Section: Discourses On Constructs For Microfoundations and Variable Rmentioning

confidence: 99%

“…The underlying capability model (Wilkens, Keller & Schmette, 2006) was inspired by the theory of complex adaptive systems (Kauffman, 1993) with respect to organizational DCs and the social-cognitive theory in terms of self-efficacy (Bandura, 1989) with respect to individual capabilities and collective efficacy (Bandura, 2000) for team interaction (for more information, see Table 3). The scales for DCs, individual capabilities, and team interaction have been applied in previous studies and have undergone different steps of validation (e.g., Sprafke et al, 2012;Sprafke & Wilkens, 2014;Sprafke, 2016). These scales refer to four dimensions: dealing with complexity, creative problem-solving, reflection and adaptation, and cooperation at all levels (at the individual-, the team-, and the organizational level).…”

Section: Figurementioning

confidence: 99%

Micro-Variables of Dynamic Capabilities and How They Come into Effect – Exploring Firm-Specificity and Cross-Firm Commonalities

Wilkens

Sprafke

2019

Self Cite

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T he dynamic capability view (DCV) has become the leading paradigm in strategic management research since there is great interest in how firms find new ways of resource allocation in order to cope with changes in business systems and to accumulate new competences for generating and sustaining competitive advantages (Teece, Pisano & Shuen, 1997; Teece, 2007). The DCV emphasizes processes and activities that constitute such organizational adaptation and strategic renewal. Dynamic capabilities (DCs) describe a firm's ability and capacity to purposefully integrate, build, and modify its resource base, routines, and ordinary capabilities (Barreto, 2010). DCs are understood to be higher-level capabilities that come into effect to address-and possibly shape-rapidly changing business environments (Teece, 2012; Helfat & Winter, 2011).

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Exploring Micro-Foundations of Dynamic Capabilities: Insights from a Case Study in the Engineering Sector

Cited by 20 publications

References 52 publications

Dynamic capabilities for SME participation in public procurement

Dynamic capabilities for SME participation in public procurement

Perceiving ‘capability’ within dynamic capabilities: The role of owner-manager self-efficacy

Micro-Variables of Dynamic Capabilities and How They Come into Effect – Exploring Firm-Specificity and Cross-Firm Commonalities

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