Learning, Strategizing, and Organizational Routines in the Product Development Process From a Dynamic Capability Perspective

Abstract

Purpose: To understand how learning, the constituent elements of strategizing and organizational routines act in the process of product development, from the perspective of dynamic capabilities (DC), in a company of the food sector. Originality/value: To the extent that the learning-practice-routine trinomial is addressed, the results of this research present new and enlightening insights for the understanding of how dynamic capabilities are developed. Additionally, by considering the role of practitioners in the constitution of routines and by identifying how they relate to practices and praxis, evidence advance knowledge on the subject. Design/methodology/approach: Qualitative approach through the selection of a company that has worked overtime in the development of new products. The data were collected through non-participant observation, documentary analysis, and narrative interview. Data analysis occurred through narrative analysis. Findings: Through the appropriation of practices and the institutionalization of praxis, the strategic routines are enacted by practitioners, who accumulate and generate learning capable of developing DC. Thus, the learning-practice-routine trinomial allows to reveal how the DC are developed. In addition, the important role that practitioners play in this process was evidenced in the sense that, without them, routines are not enacted and, consequently, there is no development of DC.

Microfoundations of dynamic coopetition capabilities in firms from a microbrewery cluster

“…In this field, coopetitors must “interact to create, adapt and combine exchange interfaces to achieve efficiency, renewal and development” (Waluszewski, Snehota, & La Rocca, 2019, p. 234). Routines can boost performance and provide a source of sustained performance because they promote a stable behavior pattern over time (Becker, 2016; Melo & Machado, 2020).…”