Contribution of knowing in practice to dynamic capabilities

Abstract

Purpose This paper aims to discuss the contribution of knowing in practice (KP) to the development of dynamic capabilities (DC) in the context of health-care organizations. Design/methodology/approach The authors develop a case study in a Brazilian hospital in three stages using the data collection techniques of interviews, focus groups, shadowing and conjoint analysis. The participants were health-care employees, supervisors, project managers and members of the board of directors. Findings This paper identifies the contribution of KP to develop DC based on strategic practices and their respective microprocesses as key elements to DC microfoundations. In the end, the paper points out a mutual contribution between the theoretical approaches. Research limitations/implications This proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers. Practical implications This study suggests an alignment between strategic and operational views, stimulating learning across organizational levels. Originality/value KP helps to give DC a tangible form by including a human dimension into microfoundations, giving voice to practitioners in the strategic decisions. The integration of KP and DC approaches allows organizations to perceive DC in daily practices making DC present in every organizational level, stimulating a continuous organizational learning process.

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

“…Applying a different mode of proceeding, in which knowledge acquisition preceded searching for opportunities, would lead to the phenomenon of information redundancy, forcing an organization to bear the costs of acquiring and gathering information that the organization would not be able to use; which from a business point of view would be difficult to justify. Since knowledge in the dynamic capabilities development process is the result of social activities and the efforts of an organization’s participants [ 67 ], it is important to link the knowledge management processes with the coordination activities that allow for adjustments to be made at the individual stages of the dynamic capability development process. Dynamic capabilities that are related to knowledge management and learning include the following:…”

The implementation of dynamic capabilities for small and medium-sized enterprises in creating innovation

“…It is a manifestation of other activities, such as knowledge, which is mentioned in the literature as the foundation of dynamic capability (Zahra et al, 2006). Knowledge is formed through social activities and collective efforts focused towards certain accomplishments (Linden et al, 2019). To improve adaptability and creativity in addressing change, firms need to diversify their talents (Raphan and Friedman, 2014), which also contributes to knowledge development (Hidalgo-peñate et al, 2019) Various levels of learningi.e.…”

“…In such circumstances, companies need a more complex learning process to generate more dramatic changes (Zahra et al, 2006). In the process of knowledge creation, there is an iterative process of learning, knowledge creation and knowledge implementation, as the resulting knowledge must be implemented into the knowledge itself for further development (Linden et al, 2019).…”

The practitioner’s part in making a difference through organizational learning

“…Following Fannoun and Kerins’ study of KM and LO within SMEs, Linden, et al (2019) in “Contribution of knowing in practice to dynamic capabilities” conduct a case study within Brazilian public hospitals as they evaluate the firm’s ability to learn quickly from the ecosystem. The authors use a healthcare setting as they state, “healthcare organizations are becoming increasingly aware of the importance of improving quality and patient safety” (p. 60).…”