Dynamic capabilities and routinization
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In: Journal of Business Research, Vol. 69, No. 5, 01.05.2016, p. 1944-1948.
Research output: Journal contributions › Journal articles › Research › peer-review
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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 -