Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management

In recent years, there has been a move to identify the behavioral foundations underpinning the evolutionary and economic fitness of the enterprise. Indeed, the dynamic capabilities project now occupies center stage in the field of strategic management. Yet the accounts developed thus far—like much o...

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Veröffentlicht in:Strategic management journal Jg. 32; H. 13; S. 1500 - 1516
Hauptverfasser: Hodgkinson, Gerard P., Healey, Mark P.
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Chichester, UK John Wiley & Sons, Ltd 01.12.2011
John Wiley & Sons
Wiley
Wiley Periodicals Inc
Schlagworte:
behavioral strategy
Cognition
Cognition & reasoning
Cognitive neuroscience
Cognitive psychology
Corporate strategies
dynamic capabilities
Dynamics
Dynamische Kompetenzen
Emotion
Emotions
emotions in strategic decision making
Group identity
Identity
Imbalance
Intuition
Kognition
Neuroscience
Neurosciences
Organisatorischer Wandel
organizational adaptation
Organizational behavior
Organizational behaviour
Organizational identity
Planning methods
Prescription drugs
Psychological effects
Social psychology
Social research
strategic change
strategic cognition
Strategic management
Strategisches Management
Studies
ISSN:0143-2095, 1097-0266
Online-Zugang:Volltext
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Beschreibung
Zusammenfassung:In recent years, there has been a move to identify the behavioral foundations underpinning the evolutionary and economic fitness of the enterprise. Indeed, the dynamic capabilities project now occupies center stage in the field of strategic management. Yet the accounts developed thus far—like much of the field's theory and research more generally—are predicated upon a cold cognition logic that downplays the significance of emotional/affective and nonconscious cognitive processes for strategic adaptation. In this article, we rectify this imbalance by drawing upon contemporary advances in social cognitive neuroscience and neuroeconomics to develop a series of countervailing insights and new prescriptions for the development of dynamic capabilities. Using Teece's (2007) influential framework to organize and illustrate our arguments, we demonstrate how the fundamental capabilities of sensing, seizing, and transforming each require firms to harness the cognitive and emotional capacities of individuals and groups to blend effortful forms of analysis with the skilled utilization of less deliberative, intuitive processes.
Bibliographie:ark:/67375/WNG-PZ43XV29-7
istex:156B789F96E66F6953B2A2CB6BBB3866B26ACEE0
ArticleID:SMJ964
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ISSN:0143-2095
1097-0266
DOI:10.1002/smj.964