Building micro-foundations for the routines, capabilities, and performance links
Peter Abell,
Teppo Felin and
Nicolai Foss (njf.smg@cbs.dk)
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Peter Abell: London School of Economics, London, UK, Postal: London School of Economics, London, UK
Managerial and Decision Economics, 2008, vol. 29, issue 6, 489-502
Abstract:
Micro-foundations have become an important emerging theme in strategic management. This paper addresses micro-foundations in two related ways. First, we argue that the kind of macro (or 'collectivist') explanation that is presently utilized in the capabilities view in strategic management-which implies a neglect of micro-foundations-is incomplete. There are no mechanisms that work solely on the macro-level, directly connecting routines and capabilities to firm-level outcomes. While routines and capabilities are useful shorthand for complicated patterns of individual action and interaction, ultimately they are best understood at the micro-level. Second, we provide a formal model that shows precisely why macro-explanation is incomplete and which exemplifies how explicit micro-foundations may be built for notions of routines and capabilities and how these impact firm performance. Copyright © 2008 John Wiley & Sons, Ltd.
Date: 2008
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Working Paper: Building Micro-Foundations for the Routines, Capabilities, and Performance Links (2007)
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Persistent link: https://EconPapers.repec.org/RePEc:wly:mgtdec:v:29:y:2008:i:6:p:489-502
DOI: 10.1002/mde.1413
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