Strategy, dynamic capabilities and complex science: management rhetoric vs. reality

McGuinness, Tony; Morgan, Robert E.

doi:10.1002/1099-1697(200006/07)9:4<209::aid-jsc485>3.0.co;2-g

Cited by 32 publications

(26 citation statements)

References 22 publications

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“…Generally, the pursuit of inside tracks emphasizes the benefits from continuous and imaginative attention to the needs of established customers, openness to development work that involves input from external parties, and an attitude of flexibility in developing new capabilities. These properties should be seen as organizational guidelines or a mental model that complements or in some cases supersedes strict reliance upon existing skills and resources (McGuinness and Morgan, 2000), as the detailed assessment and implementation of inside tracks and possibly even wider combinative capabilities are likely to remain elusive aspects of managerial work (Connor, 2002; Klein, 2002). At the same time, it should be recognized that customer‐based strategies entail their own risks and may not be feasible for all firms (e.g.…”

Section: Discussionmentioning

confidence: 99%

The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

Zander

2005

J Management Studies

106

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PostprintThis is the accepted version of a paper published in Journal of Management Studies. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.Citation for the original published paper (version of record):Zander, I., Zander, U. (2005) The inside track: On the important (but neglected) role of customers in the resource-based view of strategy and firm growth. Journal of Management

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Section: Discussionmentioning

confidence: 99%

The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

Zander

2005

J Management Studies

106

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“…Spanos and Lioukas (2001) sensibly suggest that successful company performance is better explained by linking industry and resource perspectives in combination rather than promoting one or the other approach as the superior and complete explanation. McGuinness and Morgan (2000) have also cast doubt on the capacity of the RBV (or dynamic capabilities approach as they prefer) to provide prescriptive help to managers. They suggest a more fruitful theory of strategy formulation may emerge from complexity science.…”

Section: Discussionmentioning

confidence: 99%

The resource‐based view of strategy and its value to practising managers

Connor¹

2002

Strategic Change

108

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A dominant theoretical paradigm in academic strategic management circles is the Resource-Based View (RBV). This paper reviews the literature of this position and the extent to which the RBV may be seen as a source of practical guidance for managers seeking competitive advantage and strategic success.• The theories of management academics should be of practical value to managers, otherwise such theories are of limited value. The test of the validity of theorizing about management is whether the theories produced help to improve the art of management. That is the criterion adopted in this paper.• The RBV is an 'inside-out' perspective, according to which, competitive success lies within the hands of managers themselves and it is from the point of view of practising managers that this paper examines competitiveness. Consequently, the assessment of the RBV will be a purely instrumental one. Does it help managers to manage better?

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“…One of the key issues raised by Lanza and Passarelli (2014) is that those who have considered dynamic capabilities in entrepreneurial settings tend to concentrate on individualized processes including tacit knowledge and emotionally embedded dynamics (Liao, Kickul, and Ma 2009;McGuinness and Morgan 2000). Based on their study of Vetromed, it is claimed by Lanza and Passarelli (2014) that the links between distributed entrepreneurial insights (i.e.…”

Section: Resources and Dynamic Capabilitiesmentioning

confidence: 99%

Developing dynamic capabilities through resource accretion: expanding the entrepreneurial solution space

Macpherson

Herbane

Jones

2015

Entrepreneurship & Regional Development

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We report our findings from the analysis of crisis episodes that resulted in the development of new capabilities in eight small firms. When dealing with resource constraints in periods of crisis, entrepreneurs engaged in a number of actions to develop their firms' capabilities. By accreting resources such as knowledge, skills and other assets, entrepreneurs were able to expand their repertoire of potential solutions and change the firm's learning trajectory. Our contribution is to describe the process of resource accretion (the gradual accumulation and integration of resources) through grafting and bonding of capabilities into the firm's ambit, which is dependent on the proximities, salience and relationships of resources. We observe three patterns within the accretion pathways of the eight firms in the study, namely the combination of coping mechanisms, the extension of networks, and the reprisal of previously successful solutions. These activities support resource accretion and the subsequent expanded solution space where entrepreneurs begin the process of embedding new capabilities. Such coping routines are necessary antecedents for the development of nascent dynamic capabilities in small firms.

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Strategy, dynamic capabilities and complex science: management rhetoric vs. reality

Cited by 32 publications

References 22 publications

The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

The resource‐based view of strategy and its value to practising managers

Developing dynamic capabilities through resource accretion: expanding the entrepreneurial solution space

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