Table of Contents

Managing Emerging Technologies for Socio-Economic Impact

Managing Emerging Technologies for Socio-Economic Impact

Science, Innovation, Technology and Entrepreneurship series

Edited by Dimitris G. Assimakopoulos, Ilan Oshri and Krsto Pandza

The development of emerging technologies demands a rapidly expanding knowledge base and intensive collaboration across organizational, institutional and cultural borders. This book is the first of its kind to focus on the management of key emerging technologies and their social and economic impact in Europe. Split into four parts, across seventeen chapters, the scholars offer multiple levels of analysis concerning the management of emerging technologies across various sectors ranging from nanotechnology, renewable energy and cloud computing to synthetic biology and particle therapy for cancer.

Chapter 3: Will the real innovator please stand up? Claiming ownership of an organizational capability

Abdelghani Es-Sajjade and Krsto Pandza

Subjects: business and management, knowledge management, organisational innovation, innovation and technology, knowledge management, organisational innovation, technology and ict


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.

Further information