Kompetente Mitarbeiter und wandlungsfähige Organisationen

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

“…Taking into account the controversial discussion between the protagonists of the DCV on firm-specific idiosyncrasies (Teece et al, 1997) and overall commonalities in terms of routines of renewal (Eisenhardt & Martin, 2000), our findings suggest that the different positions are not necessarily contradictory as it is not a question of either/or. Structural empowerment (Sprafke, 2016) and team learning can be considered commonalities that can also be combined with other firm-specific aspects of leadership or individual capabilities to explain differences in DCs. In future research, it would be worth investing more in the search for commonalities as long as this approach does not neglect the interconnectedness with firm-specific aspects.…”

“…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).…”

“…It remains unclear exactly which constructs enhance the discussion on microfoundations and which constructs are general issues of organizational behavior that are not necessarily linked to a firm's competitiveness. There is conceptual vagueness since the current discourse encompasses a variety of aspects in human agency, team interaction, and structural factors of the social context (Hodgkinson & Healey, 2011;Pitelis & Wagner, 2015;Sprafke, 2016) that call for coherence between these additional, more actor-related constructs (Barney & Felin, 2013). Salvato & Vassolo (2017) suggest a more structured perspective for the sub-categories as constituent factors of DCs.…”