Dynamic Capabilities for Accreditation: Evidence in the Healthcare Sector

Abstract

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.

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

“…For their part, Arndt, Fourné, and MacInerney-May (2018) explained the existing variations in the learning components of DC, contributing to the debate about routines versus deliberate learning in the development process of DC. In alignment with Zollo and Winter (2002), Meira et al (2019), when analyzing the development of DC in the hospital accreditation process, provided evidence about the roles of the three deliberate learning mechanisms proposed by the first authors. In addition to this, in this same research, by means of the understanding of the trajectory of the capabilities over time (and its implications for routines), found two behaviors, that is, capabilities that either acted dynamically or operationally.…”

“…The evidence resulting from the adoption of the viewpoint of SAP for data analysis allows for the complementation of the results from recently published research (Arndt et al, 2018;Meira et al, 2019), because, even though the authors had focused on understanding routines and learning mechanisms, the DC conception process can also be learned through interaction between strategizing elements.…”

“…Therefore, it can be perceived that the sociological perspective (SAP) and economic perspective (DC) of strategic management can enrich each other (Baum & Dobbin, 2000) and various academics have encouraged associations between diverse approaches of this strategy (Amit & Schoemaker, 1993;Johnson, Melin, & Whittington, 2003;Peteraf, 2005). However, even though recent research contemplates new findings about DC and learning ISSN 1678-6971 (electronic version) • RAM, São Paulo, 21(5), eRAMR200153, 2020 doi:10.1590/1678-6971/eRAMR200153 (Tallott & Hilliard, 2016;Meira, Machado, & Gomes, 2019), DC and routines (Wohlgemuth & Wenzel, 2015;Garcia, 2017), SAP and routines (Feldman, 2015), and SAP, learning and routines (Silva & Lucena, 2015), there is no evidence of studies that have adopted, together, practices, learning and routines to understand the DC development process. Besides this, Belmondo and Roussel (2014) point out that the inter-relationship between praxis and practice, intrinsic to strategizing, is not clear, suggesting new research that evaluates if the connecting element to fill in this gap could be in routines.…”

Effect of knowledge resources on innovation and the mediating role of dynamic capabilities: case of medical tourism sector in Iran

“…Furthermore, because tourism organizations (in many aspects including health) faced greater uncertainty compared to other industries due to the Covid-19 pandemic, dynamic capabilities can provide strategic responses which are vital for the survival of this industry and also will ensure its sustainability in the future (Jiang et al, 2021). In the same way, dynamic capabilities are considered a vital element of change and innovation in the health care sector (Monteiro Meira et al, 2019). The theory of dynamic capabilities is particularly appropriate in the medical tourism sector because this sector should prepare itself to better cope with external events such as globalization, customer demand, market openings, and digitalization phenomena (Uner et al, 2020).…”

“…Moreover, to the best of our knowledge, it is evident that in the case of medical tourism, most of the studies focused on knowledge resources (e.g. Ghasemi et al, 2020), dynamic capabilities (Monteiro Meira et al, 2019;Uner et al, 2020) or innovation (Szyma nska, 2017;Wong and Hazley, 2020) and consider their role in the development of this sector. However, no research focuses on mediating role of dynamic capabilities in the relationship between knowledge resources and innovation in this sector.…”