This article introduces the Special Issue and discusses the microfoundations of routines and capabilities, including why a microfoundations view is needed and how it may inform work on organizational and competitive heterogeneity. Building on extant research, we identify three primary categories of micro-level components underlying routines and capabilities: individuals, social processes, and structure. We discuss how these components, and their interactions, may affect routines and capabilities. In doing so, we outline a research agenda for advancing the field's understanding of the microfoundations of routines and capabilities.
- Micro-macro links
- Routines and capabilities
Felin, T., Foss, N. J., Heimericks, K. H., & Madsen, T. L. (2012). Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure . Journal of Management Studies, 49(8), 1351-1374. https://doi.org/10.1111/j.1467-6486.2012.01052.x