Book chapter
The Social Construction of Organizational Capabilities: A Multilevel Analysis
Strategy Process, pp 133-159
11 Aug 2017
Abstract
Theory about organizational capability building remains underdeveloped in strategic management. Although attention to the origins of organizational capability is visible in prior works on internal corporate venturing (e.g., Burgelman, 1983; Garud and Van de Ven, 1992) or corporate entrepreneurship (e.g, Birkinshaw, 1997), and authors have recently begun to pay explicit attention to the evolution of firm capabilities (e.g., Chang, 1995; Kim, 1998), most studies conceptualize capability building processes at a relatively high level of abstraction, often based on secondary data (see Raff, 2000 and Tripsas and Gavetti, 2000 for notable exceptions). Thus the focus has been on issues such as product sequencing (Helfat and Raubitschek, 2000), entry into related markets (Klepper and Simons, 2000), and other macro‐phenomena. Very little, however, is known about the managerial processes involved in capability building. A number of significant questions have not occupied the center stage of theory and empirical analysis: How do organizational members perceive and conceptualize a specific organizational capability? How do organizations go about building the capability? How is the organizational capability institutionalized as the organization‐wide phenomenon its name implies?
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Details
- Title
- The Social Construction of Organizational Capabilities: A Multilevel Analysis
- Creators
- V. K Narayanan - Drexel UniversityBenedict Kemmerer - University of KansasFrank L DouglasBrock Guernsey - IQVIA
- Contributors
- Bala Chakravarthy (Editor)Guenter Mueller-Stewens (Editor)Peter Lorange (Editor)Christoph Lechner (Editor)
- Publication Details
- Strategy Process, pp 133-159
- Publisher
- Blackwell Publishing Ltd; Oxford, UK
- Number of pages
- 27
- Resource Type
- Book chapter
- Language
- English
- Academic Unit
- Management
- Other Identifier
- 991021883399304721