We discuss 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 and design. 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.
|Place of Publication||Frederiksberg|
|Publisher||Center for Strategic Management and Globalization|
|Number of pages||46|
|Publication status||Published - 2012|
- Routines and capabilities
- Micro-macro links