Science, Innovation, Technology and Entrepreneurship series
Edited by Dimitris G. Assimakopoulos, Ilan Oshri and Krsto Pandza
Chapter 3: Will the real innovator please stand up? Claiming ownership of an organizational capability
The concept of organizational capability has been central for explaining interfirm heterogeneity, processes of growth, and reconfiguration of resources (Eisenhardt and Martin, 2000; Grant, 1996; Penrose, 1959; Teece et al., 1997). Scholars have largely embraced the collective nature of organizational capabilities (Dosi et al., 2000) and remained intrigued with structures of their constitutive elements and underlying developmental mechanisms. This search for constitutional elements of organizational capability has seen researchers identifying experiential learning patterns (Winter, 2000, 2003; Zollo and Winter, 2002) as the foundational mechanism for the development of organizational knowledge of how to get things done (Collis, 1994). More recently the focus has shifted to unveiling individual micro-foundations (Felin and Foss, 2005; Felin and Hesterly, 2007) with special attention being paid to the role of managerial cognition (Gavetti, 2005; Hodgkinson and Healey, 2011) as a foundational element of organizational capability.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.