The complementarity of the Dynamic Capacities microfoundations and the Strategy as Practice approach

Noura Zaghmouri ()
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Noura Zaghmouri: URCA - Université de Reims Champagne-Ardenne, REGARDS - Recherches en Economie Gestion Agroressources Durabilité et Santé - CRIEG - Centre de Recherche Interdisciplinaire Economie Gestion - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne

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Abstract: This research aims to investigate the theoretical integration of two strategic frameworks: dynamic capability microfoundations and the strategy-as-practice approach. Dynamic capability microfoundations emphasize the processes of resource reconfiguration at the organizational level. In contrast, the strategy-as-practice approach concentrates on emerging social practices within the field, characterized by a strategic and adaptive orientation. Although the complementarity of these two approaches has been explored in academic literature, their empirical applicability remains to be elucidated. The research question posed is: what is the empirical articulation of combining microfoundations of dynamic capabilities with the strategy-as-practice approach? A case study was conducted in a French public hospital. The findings indicate reconfigurations driven by collective resource management and supported by established social ties. The complementary nature of the approaches is articulated around a social dimension that underpins practices within a strategic perspective.

Keywords: Microfoundations; Dynamics Capabilities; Hospital (search for similar items in EconPapers)
Date: 2025-06-03
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Published in XXXIVème conférence de l’AIMS, Association internationale de management stratégique, Jun 2025, Lille, France

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05099349

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