Dynamic capabilities and routinization

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

Standard

Dynamic capabilities and routinization. / Wohlgemuth, Veit; Wenzel, Matthias.
in: Journal of Business Research, Jahrgang 69, Nr. 5, 01.05.2016, S. 1944-1948.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

Harvard

APA

Vancouver

Wohlgemuth V, Wenzel M. Dynamic capabilities and routinization. Journal of Business Research. 2016 Mai 1;69(5):1944-1948. doi: 10.1016/j.jbusres.2015.10.085

Bibtex

@article{be5791e8d6fe4082ac1d2607a0ff7508,
title = "Dynamic capabilities and routinization",
abstract = "Whereas some scholars argue that firms with dynamic capabilities rely on routinized processes, others maintain that these firms continuously occupy a fluid and non-routinized state. The purpose of this survey-based regression analysis study is to shed light on this theoretical divide by testing the effect of routinization on dynamic capabilities. The results suggest that firms with dynamic capabilities routinize at the strategic level. However, the findings also indicate that firms with dynamic capabilities do not routinize at the operational level. This study illuminates routinization as an important aspect concerning the nature of dynamic capabilities and identifies the organizational level as a decisive factor that lends partial support to the competing conceptualizations of the effect of routinization on dynamic capabilities. Therefore, these findings promote a better understanding of dynamic capabilities as knowledge-reconfiguring capabilities and offer a potential path toward reconciling the diverging academic discussion on dynamic capabilities.",
keywords = "Management studies, Competing hypotheses, Dynamic capabilities, Operational level, Routinization, Strategic level",
author = "Veit Wohlgemuth and Matthias Wenzel",
year = "2016",
month = may,
day = "1",
doi = "10.1016/j.jbusres.2015.10.085",
language = "English",
volume = "69",
pages = "1944--1948",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier B.V.",
number = "5",

}

RIS

TY - JOUR

T1 - Dynamic capabilities and routinization

AU - Wohlgemuth, Veit

AU - Wenzel, Matthias

PY - 2016/5/1

Y1 - 2016/5/1

N2 - Whereas some scholars argue that firms with dynamic capabilities rely on routinized processes, others maintain that these firms continuously occupy a fluid and non-routinized state. The purpose of this survey-based regression analysis study is to shed light on this theoretical divide by testing the effect of routinization on dynamic capabilities. The results suggest that firms with dynamic capabilities routinize at the strategic level. However, the findings also indicate that firms with dynamic capabilities do not routinize at the operational level. This study illuminates routinization as an important aspect concerning the nature of dynamic capabilities and identifies the organizational level as a decisive factor that lends partial support to the competing conceptualizations of the effect of routinization on dynamic capabilities. Therefore, these findings promote a better understanding of dynamic capabilities as knowledge-reconfiguring capabilities and offer a potential path toward reconciling the diverging academic discussion on dynamic capabilities.

AB - Whereas some scholars argue that firms with dynamic capabilities rely on routinized processes, others maintain that these firms continuously occupy a fluid and non-routinized state. The purpose of this survey-based regression analysis study is to shed light on this theoretical divide by testing the effect of routinization on dynamic capabilities. The results suggest that firms with dynamic capabilities routinize at the strategic level. However, the findings also indicate that firms with dynamic capabilities do not routinize at the operational level. This study illuminates routinization as an important aspect concerning the nature of dynamic capabilities and identifies the organizational level as a decisive factor that lends partial support to the competing conceptualizations of the effect of routinization on dynamic capabilities. Therefore, these findings promote a better understanding of dynamic capabilities as knowledge-reconfiguring capabilities and offer a potential path toward reconciling the diverging academic discussion on dynamic capabilities.

KW - Management studies

KW - Competing hypotheses

KW - Dynamic capabilities

KW - Operational level

KW - Routinization

KW - Strategic level

UR - http://www.scopus.com/inward/record.url?scp=84959159201&partnerID=8YFLogxK

UR - https://www.sciencedirect.com/science/article/abs/pii/S0148296315005081

U2 - 10.1016/j.jbusres.2015.10.085

DO - 10.1016/j.jbusres.2015.10.085

M3 - Journal articles

AN - SCOPUS:84959159201

VL - 69

SP - 1944

EP - 1948

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

IS - 5

ER -

DOI