Transcending Adaptation: Toward an Examination of Market-shaping Capabilities as a Sub-capability of Organizational Agility
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Published
Sep 10, 2021
Matthias Wenzel
Abstract
This paper explores and revisits a systematic impediment to the more detailed examination of market-shaping capabilities as a sub-capability of organizational agility. By reconstructing underlying premises about the firm–environment relationship in which much of the extant literature on organizational agility is embedded, we reveal that scholars in this field mostly treat markets as an exogenous, hardly moldable context factor that induces seemingly unescapable adaptation pressures. Based on the “entrepreneurial view” of the firm–environment relationship, we expand the widely-held understanding of organizational agility as an adaptation-oriented set of capabilities by reconceptualizing the firm–environment relationship as one in which firms both adapt their resource base to and shape changes in the environment.
How to Cite
Wenzel, M. (2021). Transcending Adaptation: Toward an Examination of Market-shaping Capabilities as a Sub-capability of Organizational Agility. Journal of Competences, Strategy & Management, 11, 1–12. https://doi.org/10.25437/jcsm-vol11-21
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Keywords
organizatonal agility, dynamic capabilities, shaping markets, firm–environment relationship, market exogeneity, market endogeneity, organizational adaptation
References
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Alvarez, S. A., Barney, J. B., & Anderson, P. (2013). Forming and exploiting opportunities: The implications of discovery and creation processes for entrepreneurial and organizational research. Organization Science, 24(1), 301–317.
Alvesson, M., & Sandberg, J. (2014). Habitat and habitus: Boxed-in versus box-breaking research. Organization Studies, 35(7), 967–987.
Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 29–49.
Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410–421.
Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366.
Benner, M. J., & Tripsas, M. (2012). The influence of prior industry affiliation on framing in nascent industries: The evolution of digital cameras. Strategic Management Journal, 33(3), 277–302.
Bresciani, S., Ferraris, A., Romano, M., & Santoro, G. (2021). Digital Transformation Management for Agile Organizations. Bingley, UK: Emerald.
Burgelman, R. A. (2002). Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly, 47(2), 325–357.
Clarke, J., Holt, R., & Blundel, R. (2014). Re-imagining the growth process: (Co)-evolving metaphorical representations of entrepreneurial growth. Entrepreneurship and Regional Development, 26(3-4), 234–256.
Danneels, E. (2002). The dynamics of product innovations and firm competences. Strategic Management Journal, 23(12), 1095–1121.
Di Stefano, G., Peteraf, M., & Verona, G. (2014). The organizational drivetrain: A road to integration of dynamic capabilities research. Academy of Management Perspectives, 28(4), 307–327.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105–1121.
Felin, T. (2012). Cosmologies of capability, markets and wisdom of crowds: Introduction and comparative agenda. Managerial and Decision Economics, 33(5-6), 283–294.
Felin, T., & Foss, N. J. (2009). Organizational routines and capabilities: Historical drift and a course-correction toward microfoundations. Scandinavian Journal of Management, 25(2), 157–167.
Felin, T., & Foss, N. J. (2011). The endogenous origins of experience, routines, and organizational capabilities: The poverty of stimulus. Journal of Institutional Economics, 7(2), 231–256.
Felin, T., & Hesterly, W. S. (2007). The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge. Academy of Management Review, 32(1), 195–218.
Felin, T., Kauffman, S., Koppl, R., & Longo, G. (2014). Economic opportunity and evolution: Beyond landscapes and bounded rationality. Strategic Entrepreneurship Journal, 8(4), 269–282.
Felipe, C. M., Roldán, J. L., & Leal-Rodríguez, A. L. (2016). An explanatory and predictive model for organizational agility. Journal of Business Research, 69(10), 4624–4631.
Foss, N. J., & Hallberg, N. L. (2014). How symmetrical assumptions advance strategic management research. Strategic Management Journal, 35(6), 903–913.
Giudici, A., & Reinmöller, P. (2012). Dynamic capabilities in the dock: A case of reification? Strategic Organization, 10(4), 436–449.
Godley, A. C. (2013). Entrepreneurial opportunities, implicit contracts, and market making for complex consumer goods. Strategic Entrepreneurship Journal, 7(4), 273–287.
Grant, R. M., & Verona, G. (2015). What’s holding back empirical research into organizational capabilities? Remedies for common problems. Strategic Organization, 13(1), 61–74.
Hartmann, M., & Wenzel, M. (2020). Understanding market transformation: How firms create customer demand. Journal of Competences, Strategy, & Management, 10, 33–54.
Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., & Winter, S. (2007). Dynamic Capabilities: Understanding Change in Organizations. Blackwell: Malden, MA.
Helfat, C. E., & Winter, S. G. (2011). Untangling dynamic and operational capabilities: Strategy for the (n)ever-changing world. Strategic Management Journal, 32(11), 1243–1250.
Keil, T., McGrath, R. G., & Tukiainen, T. (2009). Gems from the ashes: Capability creation and transformation in internal corporate venturing. Organization Science, 20(3), 601–620.
Keyhani, M., Lévesque, M., & Madhok, A. (2015). Toward a theory of entrepreneurial rents: A simulation of the market process. Strategic Management Journal, 36(1), 76–96.
Klein, P. G., Mahoney, J. T., McGahan, A. M., & Pitelis, C. N. (2013). Capabilities and strategic entrepreneurship in public organizations. Strategic Entrepreneurship Journal, 7(1), 70–91.
Kock, A. & Gemünden, H. G. (2016). Antecedents of decision-making quality agility in innovation portfolio management. Journal of Product Innovation Management, 33(6), 670–686.
Lavie, D. (2006). Capability reconfiguration: An analysis of incumbent responses to technological change. Academy of Management Review, 31(1), 153–174.
Lewin, A. Y., & Volberda, H. W. (1999). Prolegomena on coevolution: A framework for research on strategy and new organizational forms. Organization Science, 10(5), 519–534.
Luksha, P. (2008). Niche construction: The process of opportunity creation in the environment. Strategic Entrepreneurship Journal, 2(4), 269–283.
Mahringer, C. A., & Renzl, B. (2018). Entrepreneurial initiatives as a microfoundation of dynamic capabilities. Journal of Accounting and Organizational Change, 14(1), 61–79.
McNamara, G., Vaaler, P. M., & Devers, C. (2003). Same as it ever was: the search for evidence of increasing hypercompetition. Strategic Management Journal, 24(3), 261–278.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272.
O'Connor, G. C., & Rice, M. P. (2001). Opportunity recognition and breakthrough innovation in large established firms. California Management Review, 43(2), 95–116.
O'Connor, G. C., & Veryzer, R. W. (2001). The nature of market visioning for technology‐based radical innovation. Journal of Product Innovation Management, 18(4), 231–246.
Park, Y., El Sawy, O., & Fiss, P. (2017). The role of business intelligence and communication technologies in organizational agility: A configurational approach. Journal of the Association for Information Systems, 18(9), 648–686.
Pentland, B. T., Mahringer, C. A., Dittrich, K., Feldman, M. S., & Wolf, J. R. (2020). Process multiplicity and process dynamics: Weaving the space of possible paths. Organization Theory, 1(3), 1–21.
Peteraf, M., Di Stefano, G., & Verona, G. (2013). The elephant in the room of dynamic capabilities: Bringing two diverging conversations together. Strategic Management Journal, 34(12), 1389–1410.
Pitelis, C. N., & Teece, D. J. (2010). Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the enterprise. Industrial and Corporate Change, 19(4), 1247–1270.
Pontikes, E. G., & Rindova, V. P. (2020). Shaping markets through temporal, constructive, and interactive agency. Strategy Science, 5(3), 149–159.
Queiroz, M., Tallon, P. P., Sharma, R., & Coltman, T. (2018). The role of IT application orchestration capability in improving agility and performance. Journal of Strategic Information Systems, 27(1), 4–21.
Reid, S. E., & de Brentani, U. (2015). Building a measurement model for market visioning competence and its proposed antecedents: Organizational encouragement of divergent thinking, divergent thinking attitudes, and ideational behavior. Journal of Product Innovation Management, 32(2), 243–262.
Rindova, V. P., & Courtney, H. (2020). To shape or adapt: Knowledge problems, epistemologies, and strategic postures under Knightian uncertainty. Academy of Management Review, 45(4), 787–807.
Rindova, V. P., & Martins, L. L. (2021). Shaping possibilities: A design science approach to developing novel strategies. Academy of Management Review.
Romme, A. G. L., Zollo, M., & Berends, P. (2010). Dynamic capabilities, deliberate learning, and environmental dynamism. Industrial and Corporate Change, 19(4), 1271–1299.
Santos, F. M., & Eisenhardt, K. M. (2009). Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields. Academy of Management Journal, 52(4), 643–671.
Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243–263.
Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35(2), 179–203.
Schilke, O., Hu, S., & Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, 12(1), 390–439.
Schmidt, J., & Keil, T. (2013). What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Academy of Management Review, 38(2), 206–228.
Schreyögg, G., & Kliesch-Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal, 28(9), 913–933.
Schumpeter, J. A. (1934). The Theory of Economic Development: An Inquiry into Profits, Capital, Credit, Interest and the Business Cycle. New Brunswick, NJ): Transaction.
Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273–292.
Sleptsov, A., & Anand, J. (2008). Exercising entrepreneurial opportunities: The role of information-gathering and information-processing capabilities of the firm. Strategic Entrepreneurship Journal, 2(4), 357–372.
Smith, K. G., & Cao, Q. (2007). An entrepreneurial perspective on the firm–environment relationship. Strategic Entrepreneurship Journal, 1(3-4), 329–344.
Suarez, F. F., Grodal, S., & Gotsopoulos, A. (2015). Perfect timing? Dominant category, dominant design, and the window of opportunity for firm entry. Strategic Management Journal, 36(3), 437–448.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.
Teece, D. J. (2014a). The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4), 328–352.
Teece, D. J. (2014b). A dynamic capabilities-based entrepreneurial theory of the multinational enterprise. Journal of International Business Studies, 45(1), 8–37.
Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13–35.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
Tocher, N., Oswald, S. L., & Hall, D. J. (2015). Proposing social resources as the fundamental catalyst toward opportunity creation. Strategic Entrepreneurship Journal, 9(2), 119–135.
Vogel, R., & Güttel, W. H. (2013). The dynamic capability view in strategic management: A bibliometric review. International Journal of Management Reviews, 24(10), 991–995.
Volberda, H. W., Khanagha, S., Baden-Fuller, C., Michalache, O. R., & Birkinshaw, J. (2021). Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms. Long Range Planning.
Volberda, H. W., & Lewin, A. Y. (2003). Co-evolutionary dynamics within and between firms: From evolution to co-evolution. Journal of Management Studies, 40(8), 2111–2136.
Weber, Y., & Tarba, S. Y. (2014). Strategic agility: A state of the art. California Management Review, 56(3), 5–12.
Wenzel, M. (2015). Path dependence and the stabilization of strategic premises: How the funeral industry buries itself. Business Research, 8(2), 265–299.
Wenzel, M., Danner-Schröder, A., & Spee, A. P. (2020). Dynamic capabilities? Unleashing their dynamics through a practice perspective on organizational routines. Journal of Management Inquiry.
Wilhelm, H., Schlömer, M., & Maurer, I. (2015). How dynamic capabilities affect the effectiveness and efficiency of operating routines under high and low levels of environmental dynamism. British Journal of Management, 26(2), 327–345.
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991–995.
Alvarez, S. A., Barney, J. B., & Anderson, P. (2013). Forming and exploiting opportunities: The implications of discovery and creation processes for entrepreneurial and organizational research. Organization Science, 24(1), 301–317.
Alvesson, M., & Sandberg, J. (2014). Habitat and habitus: Boxed-in versus box-breaking research. Organization Studies, 35(7), 967–987.
Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 29–49.
Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410–421.
Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366.
Benner, M. J., & Tripsas, M. (2012). The influence of prior industry affiliation on framing in nascent industries: The evolution of digital cameras. Strategic Management Journal, 33(3), 277–302.
Bresciani, S., Ferraris, A., Romano, M., & Santoro, G. (2021). Digital Transformation Management for Agile Organizations. Bingley, UK: Emerald.
Burgelman, R. A. (2002). Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly, 47(2), 325–357.
Clarke, J., Holt, R., & Blundel, R. (2014). Re-imagining the growth process: (Co)-evolving metaphorical representations of entrepreneurial growth. Entrepreneurship and Regional Development, 26(3-4), 234–256.
Danneels, E. (2002). The dynamics of product innovations and firm competences. Strategic Management Journal, 23(12), 1095–1121.
Di Stefano, G., Peteraf, M., & Verona, G. (2014). The organizational drivetrain: A road to integration of dynamic capabilities research. Academy of Management Perspectives, 28(4), 307–327.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105–1121.
Felin, T. (2012). Cosmologies of capability, markets and wisdom of crowds: Introduction and comparative agenda. Managerial and Decision Economics, 33(5-6), 283–294.
Felin, T., & Foss, N. J. (2009). Organizational routines and capabilities: Historical drift and a course-correction toward microfoundations. Scandinavian Journal of Management, 25(2), 157–167.
Felin, T., & Foss, N. J. (2011). The endogenous origins of experience, routines, and organizational capabilities: The poverty of stimulus. Journal of Institutional Economics, 7(2), 231–256.
Felin, T., & Hesterly, W. S. (2007). The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge. Academy of Management Review, 32(1), 195–218.
Felin, T., Kauffman, S., Koppl, R., & Longo, G. (2014). Economic opportunity and evolution: Beyond landscapes and bounded rationality. Strategic Entrepreneurship Journal, 8(4), 269–282.
Felipe, C. M., Roldán, J. L., & Leal-Rodríguez, A. L. (2016). An explanatory and predictive model for organizational agility. Journal of Business Research, 69(10), 4624–4631.
Foss, N. J., & Hallberg, N. L. (2014). How symmetrical assumptions advance strategic management research. Strategic Management Journal, 35(6), 903–913.
Giudici, A., & Reinmöller, P. (2012). Dynamic capabilities in the dock: A case of reification? Strategic Organization, 10(4), 436–449.
Godley, A. C. (2013). Entrepreneurial opportunities, implicit contracts, and market making for complex consumer goods. Strategic Entrepreneurship Journal, 7(4), 273–287.
Grant, R. M., & Verona, G. (2015). What’s holding back empirical research into organizational capabilities? Remedies for common problems. Strategic Organization, 13(1), 61–74.
Hartmann, M., & Wenzel, M. (2020). Understanding market transformation: How firms create customer demand. Journal of Competences, Strategy, & Management, 10, 33–54.
Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., & Winter, S. (2007). Dynamic Capabilities: Understanding Change in Organizations. Blackwell: Malden, MA.
Helfat, C. E., & Winter, S. G. (2011). Untangling dynamic and operational capabilities: Strategy for the (n)ever-changing world. Strategic Management Journal, 32(11), 1243–1250.
Keil, T., McGrath, R. G., & Tukiainen, T. (2009). Gems from the ashes: Capability creation and transformation in internal corporate venturing. Organization Science, 20(3), 601–620.
Keyhani, M., Lévesque, M., & Madhok, A. (2015). Toward a theory of entrepreneurial rents: A simulation of the market process. Strategic Management Journal, 36(1), 76–96.
Klein, P. G., Mahoney, J. T., McGahan, A. M., & Pitelis, C. N. (2013). Capabilities and strategic entrepreneurship in public organizations. Strategic Entrepreneurship Journal, 7(1), 70–91.
Kock, A. & Gemünden, H. G. (2016). Antecedents of decision-making quality agility in innovation portfolio management. Journal of Product Innovation Management, 33(6), 670–686.
Lavie, D. (2006). Capability reconfiguration: An analysis of incumbent responses to technological change. Academy of Management Review, 31(1), 153–174.
Lewin, A. Y., & Volberda, H. W. (1999). Prolegomena on coevolution: A framework for research on strategy and new organizational forms. Organization Science, 10(5), 519–534.
Luksha, P. (2008). Niche construction: The process of opportunity creation in the environment. Strategic Entrepreneurship Journal, 2(4), 269–283.
Mahringer, C. A., & Renzl, B. (2018). Entrepreneurial initiatives as a microfoundation of dynamic capabilities. Journal of Accounting and Organizational Change, 14(1), 61–79.
McNamara, G., Vaaler, P. M., & Devers, C. (2003). Same as it ever was: the search for evidence of increasing hypercompetition. Strategic Management Journal, 24(3), 261–278.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272.
O'Connor, G. C., & Rice, M. P. (2001). Opportunity recognition and breakthrough innovation in large established firms. California Management Review, 43(2), 95–116.
O'Connor, G. C., & Veryzer, R. W. (2001). The nature of market visioning for technology‐based radical innovation. Journal of Product Innovation Management, 18(4), 231–246.
Park, Y., El Sawy, O., & Fiss, P. (2017). The role of business intelligence and communication technologies in organizational agility: A configurational approach. Journal of the Association for Information Systems, 18(9), 648–686.
Pentland, B. T., Mahringer, C. A., Dittrich, K., Feldman, M. S., & Wolf, J. R. (2020). Process multiplicity and process dynamics: Weaving the space of possible paths. Organization Theory, 1(3), 1–21.
Peteraf, M., Di Stefano, G., & Verona, G. (2013). The elephant in the room of dynamic capabilities: Bringing two diverging conversations together. Strategic Management Journal, 34(12), 1389–1410.
Pitelis, C. N., & Teece, D. J. (2010). Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the enterprise. Industrial and Corporate Change, 19(4), 1247–1270.
Pontikes, E. G., & Rindova, V. P. (2020). Shaping markets through temporal, constructive, and interactive agency. Strategy Science, 5(3), 149–159.
Queiroz, M., Tallon, P. P., Sharma, R., & Coltman, T. (2018). The role of IT application orchestration capability in improving agility and performance. Journal of Strategic Information Systems, 27(1), 4–21.
Reid, S. E., & de Brentani, U. (2015). Building a measurement model for market visioning competence and its proposed antecedents: Organizational encouragement of divergent thinking, divergent thinking attitudes, and ideational behavior. Journal of Product Innovation Management, 32(2), 243–262.
Rindova, V. P., & Courtney, H. (2020). To shape or adapt: Knowledge problems, epistemologies, and strategic postures under Knightian uncertainty. Academy of Management Review, 45(4), 787–807.
Rindova, V. P., & Martins, L. L. (2021). Shaping possibilities: A design science approach to developing novel strategies. Academy of Management Review.
Romme, A. G. L., Zollo, M., & Berends, P. (2010). Dynamic capabilities, deliberate learning, and environmental dynamism. Industrial and Corporate Change, 19(4), 1271–1299.
Santos, F. M., & Eisenhardt, K. M. (2009). Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields. Academy of Management Journal, 52(4), 643–671.
Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243–263.
Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35(2), 179–203.
Schilke, O., Hu, S., & Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, 12(1), 390–439.
Schmidt, J., & Keil, T. (2013). What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Academy of Management Review, 38(2), 206–228.
Schreyögg, G., & Kliesch-Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal, 28(9), 913–933.
Schumpeter, J. A. (1934). The Theory of Economic Development: An Inquiry into Profits, Capital, Credit, Interest and the Business Cycle. New Brunswick, NJ): Transaction.
Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273–292.
Sleptsov, A., & Anand, J. (2008). Exercising entrepreneurial opportunities: The role of information-gathering and information-processing capabilities of the firm. Strategic Entrepreneurship Journal, 2(4), 357–372.
Smith, K. G., & Cao, Q. (2007). An entrepreneurial perspective on the firm–environment relationship. Strategic Entrepreneurship Journal, 1(3-4), 329–344.
Suarez, F. F., Grodal, S., & Gotsopoulos, A. (2015). Perfect timing? Dominant category, dominant design, and the window of opportunity for firm entry. Strategic Management Journal, 36(3), 437–448.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.
Teece, D. J. (2014a). The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4), 328–352.
Teece, D. J. (2014b). A dynamic capabilities-based entrepreneurial theory of the multinational enterprise. Journal of International Business Studies, 45(1), 8–37.
Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13–35.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
Tocher, N., Oswald, S. L., & Hall, D. J. (2015). Proposing social resources as the fundamental catalyst toward opportunity creation. Strategic Entrepreneurship Journal, 9(2), 119–135.
Vogel, R., & Güttel, W. H. (2013). The dynamic capability view in strategic management: A bibliometric review. International Journal of Management Reviews, 24(10), 991–995.
Volberda, H. W., Khanagha, S., Baden-Fuller, C., Michalache, O. R., & Birkinshaw, J. (2021). Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms. Long Range Planning.
Volberda, H. W., & Lewin, A. Y. (2003). Co-evolutionary dynamics within and between firms: From evolution to co-evolution. Journal of Management Studies, 40(8), 2111–2136.
Weber, Y., & Tarba, S. Y. (2014). Strategic agility: A state of the art. California Management Review, 56(3), 5–12.
Wenzel, M. (2015). Path dependence and the stabilization of strategic premises: How the funeral industry buries itself. Business Research, 8(2), 265–299.
Wenzel, M., Danner-Schröder, A., & Spee, A. P. (2020). Dynamic capabilities? Unleashing their dynamics through a practice perspective on organizational routines. Journal of Management Inquiry.
Wilhelm, H., Schlömer, M., & Maurer, I. (2015). How dynamic capabilities affect the effectiveness and efficiency of operating routines under high and low levels of environmental dynamism. British Journal of Management, 26(2), 327–345.
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991–995.
Section
Research article
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