The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.
Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view of strategy
Abstract
This article identifies an essential research area where a strategy-as-practice approach can make important contributions to the strategic management field: the dynamic process through which organizational assets are developed. It compares strategy-as-practice and dynamic capabilities perspectives and demonstrates how the former may complement the latter in analyzing activities that underpin and may create and modify organizational assets. Several distinct features of the practice approach are identified as fertile ground for examining the micro-foundations of strategy dynamics. It is demonstrated how activity configurations, socio-cultural embeddedness, co-evolution, social interactions, the inclusion of multiple strategists and an awareness of the importance of imagination can complement the dynamic capabilities perspective and may provide suggestions for a dynamic view more generally.
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Citations
Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Bourdieu, P. (1990) · doi:10.1515/9781503621749 · Cited by 17,271
Strategic assets and organizational rent
Amit, R., & Schoemaker, P. J. H. (1993) · Strategic Management Journal · doi:10.1002/smj.4250140105 · Cited by 8,425 · cited 3×
“The term dynamic capabilities includes organizational-level capabilities that may change (ordinary) capabilities (Winter, 2003), while organizational assets is a common term for resources and capabilities (Amit & Schoemaker, 1993).”
BackgroundStrategic Factor Markets: Expectations, Luck, and Business Strategy
Barney, J. B. (1986) · Management Science · doi:10.1287/mnsc.32.10.1231 · Cited by 5,548
Understanding dynamic capabilities
Winter, S. G. (2003) · Strategic Management Journal · doi:10.1002/smj.318 · Cited by 5,315
Social Structure and Organizations
Stinchcombe, A. L. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17019-6 · Cited by 4,347
Reconceptualizing Organizational Routines as a Source of Flexibility and Change
Feldman, M. S., & Pentland, B. T. (2003) · Administrative Science Quarterly · doi:10.2307/3556620 · Cited by 4,020
Co-Evolution of Capabilities and Industry: The Evolution of Mutual Fund Processing
Levinthal, D., & Myatt, J. (1994) · Strategic Management Journal · doi:10.1002/smj.4250150905 · Cited by 343
Cited by
Achtenhagen, L., Melin, L., & Naldi, L. (2013) · Long Range Planning · doi:10.1016/j.lrp.2013.04.002 · Cited by 552
Beer, M., Boselie, P., & Brewster, C. (2015) · Human Resource Management · doi:10.1002/hrm.21726 · Cited by 342
Kashan, A. J., & Mohannak, K. (2019) · Journal of Management & Organization · doi:10.1017/jmo.2017.28 · Cited by 6
Metadata
- Authors
- Regnér, P.
- Venue
- Human Relations
- Publisher
- SAGE Publications
- Published
- 2008-04
- Volume
- 61
- Issue
- 4
- Pages
- 565-588
- ISSN
- 0018-7267 (ISSN-L)
- 1741-282X
- OpenAlex
- W2140781046
- Cited by
- 197
- References
- 8
- FWCI
- 27.49
- Type
- journal article
- Language
- en
- Open access
- closed
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Data sources
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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