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.
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