Dynamic capabilities and innovation capabilities: The case of the ‘Innovation Clinic’

Fred Strønen (), Thomas Hoholm (), Kari Kværner () and Linn Nathalie Støme ()
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Fred Strønen: Oslo and Akershus University College of Applied Sciences
Thomas Hoholm: Norwegian Business School
Kari Kværner: C3-Centre for Connected Care
Linn Nathalie Støme: C3-Centre for Connected Care

Journal of Entrepreneurship, Management and Innovation, 2017, vol. 13, issue 1, 89-116

Abstract: In this explorative study, we investigate the relationship between dynamic capabilities and innovation capabilities. Dynamic capabilities are at the core of strategic management in terms of how firms can ensure adaptation to changing environments over time. Our paper follows two paths of argumentation. First, we review and discuss some major contributions to the theories on ordinary capabilities, dynamic capabilities, and innovation capabilities. We seek to identify different understandings of the concepts in question, in order to clarify the distinctions and relationships between dynamic capabilities and innovation capabilities. Second, we present a case study of the ’Innovation Clinic’ at a major university hospital, including four innovation projects. We use this case study to explore and discuss how dynamic capabilities can be extended, as well as to what extent innovation capabilities can be said to be dynamic. In our conclusion, we discuss the conditions for nurturing ‘dynamic innovation capabilities’ in organizations.

Keywords: dynamic capabilities; innovation capabilities; service innovation; healthcare (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:aae:journl:v:13:y:2017:i:1:p:89-116

DOI: 10.7341/20171314

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