Managing Emerging Technologies for Socio-Economic Impact
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Managing Emerging Technologies for Socio-Economic Impact

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

Abdelghani Es-Sajjade and Krsto Pandza


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.

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