Session 240


Track I

Date: Tuesday, October 9, 2012


Time: 14:15 – 15:30

Common Ground

Room: Club E


  • Koen Heimeriks, Aalto University

Title: Bringing Dynamic Capabilities Inside: Evidence from Distant Takeover


  • Patrick Reinmoeller, Cranfield University

Abstract: This study contributes to the debate on dynamic capabilities by investigating how acquisitions can support firms in bringing dynamic capabilities inside. Using the extended case study method, we provide a granular account of how a leading ICT player infused its organization with dynamic capabilities through acquisition of a distant firm. Findings show how acquisitions can support dynamic capability development, if companies i) develop critical awareness of self and the external environment, ii) take control and give autonomy. Implications and suggestions for further research conclude this study.

Title: Cognition & Capabilities: A Multi-Level Perspective


  • J.P. Eggers, New York University
  • Sarah Kaplan, University of Toronto

Abstract: Research on managerial cognition and on organizational capabilities has essentially developed in two parallel tracks. We know much from behavioral theories and RBV about whether and when capabilities are a source of competitive advantage. Separately, managerial cognition scholars have shown how interpretations of the environment shape organizational responses. Only recently have scholars begun to make links between the two sets of insights, suggesting that routines and capabilities are based in particular understandings about how things should be done, that the value of these capabilities is subject to interpretation, and that even the presence of capabilities useless without managerial efforts to match these to the environment. This paper integrates these emerging insights in order to propose a multi-level cognitive model of capability development and deployment.

Title: How Routinely Having a Look at the Jesters Mirror Introduces the Missing Dynamic Component into Organizational Capabilities


  • Ingo Bildstein, University of Liechtenstein
  • Stefan Gueldenberg, University of Liechtenstein

Abstract: The dilemma of how to integrate dynamic renewal into per se static organizational capabilities poses a fundamental challenge for strategy scholars. Capabilities can become maladaptive, when organizational action off the beaten track is needed. They then morph into rigidities, which reliably replicate anachronisms. Our paper contributes to overcoming this dark side of capabilities, by merging knowledge-managerial research findings with topical cognitive-collective insights from the realm of psychology. Sine qua non for not crossing the thin line between carving capabilities in stone, and vigilantly reacting to relevant change signals, is effective shared leadership. Pivotal here is the creation of a jester-like mindset in organizational members, which enables a culture, where it is safe to tell everybody some inconvenient truth. The resulting perpetual self-reflection resolves the capability-rigidity-paradox.

Title: Unpacking the Dynamic Managerial Capability to Align Firm Capabilities with Customer Needs


  • Tim Coltman, University of Wollongong
  • Timothy Devinney, University of Leeds

Abstract: Organizations are complex systems that require mixtures of capabilities that interact in potentially quite complex ways both within and across points in time. This is particularly true of the dynamic managerial capability where managers play a central role in the service transition to sense and seize market opportunities. In this study, we use an experimental methodology to examine the way managers make decisions that line up necessary capabilities inside the firm with diverse customer types. Our results reveal that the resource allocation decisions made by managers vary in important ways. In highly commoditized markets managers rely upon the intense utilization of discrete organizational capabilities to exploit market opportunities. In highly differentiated markets these same managers depend upon interactions amongst co-specialized capabilities to explore new service offerings.

Title: Which Competencies Matter?: How Non-Core Competencies Can Have Enduring Effects on Technology Adoption


  • Lyda Bigelow, University of Utah
  • Stanislav Dobrev, University of Utah

Abstract: This paper proposes a more inclusive understanding of the role of organizational competencies and their impact on technology adoption. Analyses of 481 fertility clinics in the U.S. from 1995-2001 support predictions that a range of organizational competencies both drive technology adoption and create inertial pressures within an organization that can hinder it, even when those competencies are seldom used, declining, or not complimentary to the technology being adopted. Specifically, results show that even competencies that are utilized in less than 5 percent of a clinic’s operations can impact the choice to adopt a given technology. The implications of these findings for managers are clear: non-core competencies have the ability to significantly impact both organizational innovation and success moving forward.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 274: Knowledge Foundations: A Conversation with Robert Grant about the Knowledge Based View
Sun: 09:30 – 10:45
Session 273: Big Data, Knowledge and Innovation
Sun: 11:15 – 12:30
Session 275: The Changing Nature of Innovation in Emerging Economies
Sun: 15:15 – 16:30
Session 225: Intellectual Property Rights
Session 229: Structure and Innovation
Mon: 08:00 – 09:15
Session 223: Individuals, Teams and Innovation
Session 242: R&D
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Session 226: Technology
Session 235: Learning
Mon: 13:30 – 14:45
Session 222: Integrating Knowledge about Knowledge Integration
Session 227: Knowledge Transfer and Replication
Mon: 16:30 – 17:45
Session 224: Absorptive Capacity
Session 236: Innovation and Performance
Tue: 08:00 – 09:15
Session 230: Ties, Networks, and Innovation
Session 237: Open Innovation
Tue: 11:00 – 12:15
Session 228: Exploration
Session 231: Alliance and Transfer
Tue: 14:15 – 15:30
Session 234: Incumbent Response to Foreign Entry and to Disruptive Innovation
Session 240: Capabilities
Tue: 15:45 – 17:00
Session 233: Structure and Transfer
Session 243: Entrepreneurs, Ventures, and Innovation
Tue: 17:30 – 18:45
Session 232: Innovation and Transfer
Session 239: Ambidexterity / Exploration and Exploitation
Session 244: Knowledge Management

Strategic Management Society