The merits of playing it by the book: routine versus deliberate learning and the development of dynamic capabilities

Arndt, Félix; Fourné, Sebastian; MacInerney-May, Kieran

doi:10.1093/icc/dty005

Cited by 15 publications

(12 citation statements)

References 118 publications

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“…Hodgkinson and Healey (2011) state that the fundamental capabilities of sensing, seizing and transforming require firms to exploit the cognitive abilities of individuals and groups. Arndt et al (2018) argue that behavioral elements in DCV are reflected in sensing, as it implies cognitive processes and bounded rationality indirectly creating heterogeneity in firm performance. The behavioral foundations of seizing, are initiated by managerial simple rules (i.e.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The impact of cognitive and behavioral factors on the export performance: a dynamic capabilities perspective

Wójcik

Ciszewska-Mlinarič

2020

EBR

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Purpose The purpose of this study is to explore how individual-level cognitive and organizational-level behavioral factors influence the level of firms’ export performance as firms adapt to the challenges of foreign expansion. Design/methodology/approach Based on the literature on dynamic capabilities (DCs) and international business, the study introduces a multi-level model of DC to internationalize and test it empirically on a sample of 93 Polish exporting firms using structural equation modeling. Findings The results show a strong and positive impact of the “strategy as stretch” managerial mind-set on two behavioral elements, namely, business modeling and partnering capability. Global mind-set has a strong and positive impact on business modeling and learning about foreign markets and a negative but insignificant effect on partnering capability. Only two of the three behavioral elements of the conceptualized DC have significant and positive impacts on export performance. In contrast to the expectations, the direct path coefficient from learning about foreign markets to export performance was found to be positive but insignificant. Originality/value This study contributes to the literature by offering a coherent, multi-level framework of DCs. The study goes beyond previous conceptualizations of DCs and considers various individual-level cognitive and organizational-level behavioral elements of DC for the internationalization of exporting firms. In particular, this study shows the interplay between them and their combined impact on export performance.

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Section: Theoretical Backgroundmentioning

confidence: 99%

The impact of cognitive and behavioral factors on the export performance: a dynamic capabilities perspective

Wójcik

Ciszewska-Mlinarič

2020

EBR

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“…Top-down indications and formal incentive systems may foster knowledge sharing among employees (Brookes, 2014) and contribute to the codification of knowledge by standardizing practices and incorporating codified knowledge into routines (Kasper et al, 2013). In turn, routinization, centralization and formalization of work-related processes influence the development of dynamic capabilities in organizations that rely heavily on the ability of firm members to access, transfer and integrate knowledge (Arndt et al, 2018). Worth noting is that the majority of extant studies investigated knowledge transfer phenomena in relation to contexts, barriers, outputs and performance (Brookes, 2014).…”

Section: Literature Review Knowledge Transfermentioning

confidence: 99%

On the heterogeneity and equifinality of knowledge transfer in small innovative organizations

Spraggon

Bodolica

2020

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PurposeTo date, it remains unclear whether the experiences of large corporations with regard to knowledge transfer and process formalization can be successfully replicated in small companies. In this paper, the authors seek to contribute to the specialized literature on internal knowledge transfer processes and their degree of formalization in the context of small-sized innovative firms.Design/methodology/approachThe authors adopt a multiple case study approach to perform an in-depth comparative analysis of processes deployed to transfer knowledge internally and their degree of formalization, relying on rich narratives shared by informants during the data gathering stage. This sample is composed of five small innovators operating in the software industry in Quebec and Ontario.FindingsThe authors identify seven knowledge transfer processes in our sample, namely communities of practice, within project teams, across project teams, non-project related meetings, in-house exchanges with clients, technological devices, and playful activities. Uncovering a high cross-case variation in terms of process formalization, the findings imply that the degree of formalization of intra-firm knowledge transfer processes has no direct bearing on the innovative success of small software companies.Originality/valueThe study sheds new light on the topic of heterogeneity of small organizations from the perspective of knowledge transfer endeavors and provides empirical evidence in support of equifinality for a subset of small-sized innovators from the software sector.

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“…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.…”

Section: Dynamic Capabilities and Learning Mechanismsmentioning

confidence: 99%

“…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.…”

Section: Market Observationmentioning

confidence: 99%

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

Melo

Machado

2020

RAM, Rev. Adm. Mackenzie

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Purpose: To understand how learning, the constituent elements of strategizing and organizational routines act in the process of product development, from the perspective of dynamic capabilities (DC), in a company of the food sector. Originality/value: To the extent that the learning-practice-routine trinomial is addressed, the results of this research present new and enlightening insights for the understanding of how dynamic capabilities are developed. Additionally, by considering the role of practitioners in the constitution of routines and by identifying how they relate to practices and praxis, evidence advance knowledge on the subject. Design/methodology/approach: Qualitative approach through the selection of a company that has worked overtime in the development of new products. The data were collected through non-participant observation, documentary analysis, and narrative interview. Data analysis occurred through narrative analysis. Findings: Through the appropriation of practices and the institutionalization of praxis, the strategic routines are enacted by practitioners, who accumulate and generate learning capable of developing DC. Thus, the learning-practice-routine trinomial allows to reveal how the DC are developed. In addition, the important role that practitioners play in this process was evidenced in the sense that, without them, routines are not enacted and, consequently, there is no development of DC.

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The merits of playing it by the book: routine versus deliberate learning and the development of dynamic capabilities

Cited by 15 publications

References 118 publications

The impact of cognitive and behavioral factors on the export performance: a dynamic capabilities perspective

The impact of cognitive and behavioral factors on the export performance: a dynamic capabilities perspective

On the heterogeneity and equifinality of knowledge transfer in small innovative organizations

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

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