Dynamic capabilities and innovation in MNC subsidiaries

Michailova, Snejina; Zhan, Wenfeng

doi:10.1016/j.jwb.2014.10.001

Cited by 94 publications

(59 citation statements)

References 98 publications

(123 reference statements)

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“…DCs' certain attributes could, in one way or another, be shaped by institutions they are embedded in as institutions can play an instrumental role in constituting and shaping the microfoundations of DCs. Therefore, earlier studies have referred to variance in DCs of firms as well as subsidiaries of multinational corporations, operating in different institutional contexts (Dixon, Meyer, & Day, 2014;Michailova & Zhan, 2015). Cognitive and procedural microfoundations are important pillars of DCs (Helfat & Peteraf, 2015;Teece, 2007).…”

Section: Institutions Influence Dynamic Capabilitiesmentioning

confidence: 99%

Institutions and dynamic capabilities: Theoretical insights and research agenda for strategic entrepreneurship

Gölgeci

Larimo

Arslan³

2017

Scandinavian Journal of Management

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The current paper aims to comparatively analyze both institutional and dynamic capabilities approaches conceptually in the context of strategic entrepreneurship. We offer a conceptual review, where strengths, as well as limitations of both theoretical approaches, are highlighted. Our review and discussion show that both approaches are subtly intertwined and can complement each other to further understanding of firm’s behavior including strategic entrepreneurship. Institutions provide templates for action and cognition in developing, managing, and utilizing dynamic capabilities in that context. Dynamic capabilities, as enablers of agency, can be expected to play a role in creating, maintaining, bridging, and disrupting institutions. The synthesis of institutional and dynamic capabilities approaches leads to a better understanding of agency, behavior, and structure in the context of strategic entrepreneurship. Finally, we also present a research agenda for strategic entrepreneurship that explores key concepts germane to both institutions and dynamic capabilities

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Section: Institutions Influence Dynamic Capabilitiesmentioning

confidence: 99%

Institutions and dynamic capabilities: Theoretical insights and research agenda for strategic entrepreneurship

Gölgeci

Larimo

Arslan³

2017

Scandinavian Journal of Management

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“…First, developed and tested across different locations, superior technical expertise enables MNEs to operate flexibly across borders (Lee & Makhija, 2009;Michailova & Wu, 2015). Second, managerial capabilities enable the effective management of assets and operations in multiple countries (Nachum, 2010;Rugman & Verbeke, 2001).…”

Section: Round 1: Attack Of the Mnementioning

confidence: 99%

Competing in (and out of) transition economies

et al. 2015

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Transition economies have become a new frontier for multinational enterprises (MNEs). This has introduced a highly dynamic competitive environment for domestic firms operating with such less developed institutions, especially those facing the threat of MNEs with superior capabilities. Drawing on the awareness-motivation-capability framework from the competitive dynamics literature, this paper develops a three-round framework that explores the evolution of the dynamic capabilities of domestic and foreign firms and the related competitive dynamics between them in (and eventually out of) transition economies. While previous research tends to focus on MNEs or domestic firms within transition economies, ours is one of the first efforts that systematically model the competitive interaction between them with a longitudinal perspective.

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“…The research strategy used in this study was a case study, which has been the choice of many works on dynamic capabilities (Agarwal & Selen, 2009;Capron, 2013;Helfat & Peteraf, 2009;Kale, Dyer, & Singh, 2002;Michailova & Zhan, 2015;Nembhard & Tucker, 2011;Wu et al, 2012). Three criteria were adopted for picking the case: (a) to be located in Brazil's northeast region (to enable data collection); (b) to have reached ONA's third and final level of hospital accreditation; and (c) responding positively, and in due time, to the invitation to participate in this research.…”

Section: Methodological Proceduresmentioning

confidence: 99%

Dynamic Capabilities for Accreditation: Evidence in the Healthcare Sector

Meira

Machado

Gomes

2019

BAR, Braz. Adm. Rev.

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The objective of this paper is to analyze the development of dynamic capabilities in the process of hospital accreditation, using case study methodology. Data were collected through semistructured interviews, observation and document analysis and analyzed through content analysis techniques. We found that deliberate learning and relationships were the principal sources for capability creation, and that they were renewed and recombined along the way. Periods of convergence punctuated by strategic reorientation allowed us to conclude that the changes adhered to the punctuated equilibrium model. The outcomes of this study advance the findings documented in the literature about the construction of a formative path of dynamic capabilities, understanding the duality of operational and dynamic capabilities, and comprehending the mechanisms by which capabilities are developed.

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Dynamic capabilities and innovation in MNC subsidiaries

Cited by 94 publications

References 98 publications

Institutions and dynamic capabilities: Theoretical insights and research agenda for strategic entrepreneurship

Institutions and dynamic capabilities: Theoretical insights and research agenda for strategic entrepreneurship

Competing in (and out of) transition economies

Dynamic Capabilities for Accreditation: Evidence in the Healthcare Sector

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