Building dynamic capabilities for innovation: an exploratory study of key management practices

Abstract

While both the innovation literature and the dynamic capabilities perspective identify loose processes as most appropriate for high uncertainty domains, this produces little reassurance to organizations seeking to improve their ability to commercialize innovations. This paper takes the position that practices for managing innovation project leaders are a key component of an organization's dynamic capabilities for innovation. Our comparative case analysis of divisions of two established Korean organizations suggests that managerial practices include the deployment of entrepreneurial resources having particular skills, characteristics, and motivation. In addition, we identify the relational and decision support roles of managers. Building dynamic capabilities for innovation r 2008 The Authors Journal compilation r 2008 Blackwell Publishing Ltd R&D Management 38, 2, 2008 157 AnalysisThe analysis involved iterating between theory and data. We used two data approaches, drawing Building dynamic capabilities for innovation r

Microfoundations of dynamic capabilities for innovation: a review and research agenda

“…In the main insights related to microfoundations of dynamic capabilities have focused at the managerial level, encompassing entrepreneurial managers (Teece, 2012) or distinct groups such as innovation project managers (Lee and Kelley, 2008). This narrow focus is limiting as dynamic capability theory is inherently concerned with human behaviour and motivation, for example, routines, path dependencies and organisational learning (Barney and Felin, 2013;Barreto, 2010).…”

“…A second key strategy concerns relational capital and positive social interaction (Harney and Jordan, 2008;Lee and Kelley, 2008). Building relational capital and fostering positive relationships both with customers and internally with staff and managers are notable strategies linked to innovation in the literature on organisational innovation (Read, 2000;Slappendel, 1996).…”

“…Aspects of the definition of dynamic capabilities have also been extended and broadened over time. Of particular relevance is the argument that dynamic capabilities are not limited to specific environmental conditions, but rather denote a firm's ability to change irrespective of context (Helfat and Winter, 2011;Lee and Kelley, 2008). Definitions have also moved to highlight a firm's 'behavioural orientation' as a basis to 'continuously integrate, reconfigure, renew and recreate its resources and capabilities' (Wang and Ahmed, 2007: 35).…”

Relación entre factores administrativos e innovación

“…Sin embargo, pocos estudios se centran en investigar cuáles factores de índole administrativo contribuyen en la generación de la innovación (Donate y Guadamillas, 2008;Lee y Kelley, 2008).…”

Managing Technology and Change in New Product Development (NPD): A Dynamic Capability Perspective

“…Thus, as the changes in technological capability will challenge the firm's competitiveness (Chen & Lee, 2009), it must evaluate how the technology evolves and creates response to the customers, suppliers, competitors, policies makers, and change the natures of opportunity and competition through NPD. Meanwhile, as technological innovation is related with high uncertainty, DC has been considered as a component of innovation process (Lee & Kelley, 2008;Wang & Ahmed, 2007). Hence, as product innovativeness is identified as one form of firm's capabilities (Cavusgil, Seggie, & Talay, 2007), the more innovative the firm, the more DC it will become (Wang & Ahmed, 2007).…”