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The strategy-as-practice through the lens of the microfoundations of dynamic capabilities
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Orientador(es)
Resumo(s)
Organizational practices are the link between the micro and the macro level of organizations. At the micro level we find theorists as strategy-as-practice, focused on strategy as a social practice, strategies and day-to-day activity, concerned with strategizing. At the macro level we find theories such as dynamic capabilities with a focus on routines and capabilities at the organizational level. This study correlates two distinct perspectives, the first strategy-as-practice, with its roots in social practices, the second dynamic capabilities, which has its economic roots. The study aims to analyze strategy-as-practice, through the lens of the microfoundations of dynamic capabilities. The results demonstrate the organizational heterogeneities responsible for the development of dynamic capabilities. It is also shown that practical social activities are decisive in the process of building organizational strategies, creating armored dynamic capabilities.
Descrição
Palavras-chave
Strategy-As-Practice Dynamic Capabilities Heterogeneous Capabilities Senzing Seizing and Transforming
Contexto Educativo
Citação
Cardoso, Eduardo Cardoso; Carlos Ricardo Rossetto and Joaquim Ramos Silva .(2023). “The strategy-as-practice through the lens of the microfoundations of dynamic capabilities” , REAd – Revista Electrônica de Administração | Porto Alegre – Vol. 29 – N.º 1 – Janeiro / Abril: pp. 1-32. 2023.
Editora
REAd | Escola de Administração da Universidade Federal do Rio Grande do Sul