Skip to main content Accessibility help
×
Home

Integrating the content and process of capability development: Lessons from theoretical and methodological developments

  • Alireza J. Kashan (a1) and Kavoos Mohannak (a1)

Abstract

The literature on capability development has focussed on either the content or process of capability development. Such a partial explanation of the capability development phenomenon has created some flaws in the literature. This paper argues that integrating the content and process of capability development is the way ahead in theorising in this field. Analysis of the methodological development in parallel to theory development reveals the critical role of microprocesses in such integration. To develop an integrative view of capability development we propose a conceptualisation of capability development processes through internal and external strategic fit and emphasise the role of knowledge and innovation processes. We also argue that a critical realism approach is of high relevance to researching such an integrative view.

Copyright

Corresponding author

Corresponding author: k.mohannak@qut.edu.au

References

Hide All
Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 2949.
Anderson, C. R., & Zeithaml, C. P. (1984). Stage of the product life cycle, business strategy, and business performance. Academy of Management Journal, 27(1), 524.
Armstrong, C. E., & Shimizu, K. (2007). A review of approaches to empirical research on the resource-based view of the firm. Journal of Management, 33(6), 959986.
Backmann, J., Hoegl, M., & Cordery, J. L. (2015). Soaking it up: Absorptive capacity in interorganizational new product development teams. Journal of Product Innovation Management, 32(6), 861877.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99120.
Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6), 625641.
Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10), 12311241.
Bauer, F., & Matzler, K. (2014). Antecedents of M&A success: The role of strategic complementarity, cultural fit, and degree and speed of integration. Strategic Management Journal, 35(2), 269291.
Bechor, T., Neumann, S., Zviran, M., & Glezer, C. (2010). A contingency model for estimating success of strategic information systems planning. Information & Management, 47(1), 1729.
Boland, R. J. Jr., & Tenkasi, R. V. (1995). Perspective making and perspective taking in communities of knowing. Organization Science, 6(4), 350372.
Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 134.
Carmeli, A., Gelbard, R., & Gefen, D. (2010). The importance of innovation leadership in cultivating strategic fit and enhancing firm performance. The Leadership Quarterly, 21(3), 339349.
Chakravarthy, B. S., & Doz, Y. (1992). Strategy process research: Focusing on corporate self‐renewal. Strategic Management Journal, 13(S1), 514.
Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American enterprise. Cambridge: Massachusetts Institute of Technology.
Chen, D.-N., & Liang, T.-P. (2011). Knowledge evolution strategies and organizational performance: A strategic fit analysis. Electronic Commerce Research and Applications, 10(1), 7584.
Cockburn, I., Henderson, R., & Stern, S. (2000). Untangling the origins of competitive advantage. Strategic Management Journal, 21, 11231145.
Creswell, J. W. (2012). Qualitative inquiry and research design: Choosing among five approaches. Thousand Oaks, CA: Sage.
Crotty, M. (1998). The foundations of social research: Meaning and perspective in the research process. London: Sage.
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 10951121.
Danneels, E. (2008). Organizational antecedents of second‐order competences. Strategic Management Journal, 29(5), 519543.
Dess, G. G., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic Management Journal, 18(9), 677695.
Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12), 15041511.
Donaldson, L. (1995). American anti-management theories of organization: A critique of paradigm proliferation (Vol. 25) Cambridge: Cambridge University Press.
Dosi, G., Nelson, R. R., & Winter, S. G. (2000). Introduction: The nature and dynamics of organizational capabilities. In Dosi, G., Nelson, R. R., & Winter, S. G. (Eds.), The nature and dynamics of organizational capabilities (p. 24). Oxford: Oxford University Press.
Eden, C., & Ackermann, F. (2013). Making strategy: The journey of strategic management. London: Sage.
Edmondson, A. C., & McManus, S. E. (2007). Methodological fit in management field research. Academy of Management Review, 32(4), 12461264.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 11051121.
Eisenhardt, K. M., & Santos, F. M. (2002). Knowledge-based view: A new theory of strategy. In Pettigrew, A., Thomas, H., & Whittington, R. (Eds.), Handbook of strategy and management (pp. 139164). London: Sage.
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154177.
Fry, L. W., & Smith, D. A. (1987). Congruence, contingency, and theory building. Academy of Management Review, 12(1), 117132.
Gabrielsson, P., Gabrielsson, M., & Seppälä, T. (2012). Marketing strategies for foreign expansion of companies originating in small and open economies: The consequences of strategic fit and performance. Journal of International Marketing, 20(2), 2548.
Galvin, P., Rice, J., & Liao, T. (2014). Applying a Darwinian model to the dynamic capabilities view: Insights and issues. Journal of Management and Organization, 20(2), 250263.
Gardner, H. K., Gino, F., & Staats, B. R. (2012). Dynamically integrating knowledge in teams: Transforming resources into performance. Academy of Management Journal, 55(4), 9981022.
Godfrey, P. C., & Hill, C. W. (1995). The problem of unobservables in strategic management research. Strategic Management Journal, 16(7), 519533.
Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 375387.
Hall, P. A. (2006). Systematic process analysis: When and how to use it. European Management Review, 3(1), 2431.
Harmancioglu, N., Droge, C., & Calantone, R. J. (2009). Strategic fit to resources versus NPD execution proficiencies: What are their roles in determining success? Journal of the Academy of Marketing Science, 37(3), 266282.
Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource‐based view: Capability lifecycles. Strategic Management Journal, 24(10), 9971010.
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831850.
Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 416.
Hendry, J. (2000). Strategic decision making, discourse, and strategy as social practice. Journal of Management Studies, 37(7), 955978.
Hofer, C. W. (1975). Toward a contingency theory of business strategy. Academy of Management Journal, 18(4), 784810.
Hong, P., Doll, W. J., Revilla, E., & Nahm, A. Y. (2011). Knowledge sharing and strategic fit in integrated product development projects: An empirical study. International Journal of Production Economics, 132(2), 186196.
Hoque, Z. (2004). A contingency model of the association between strategy, environmental uncertainty and performance measurement: Impact on organizational performance. International Business Review, 13(4), 485502.
Houghton, J. D., & Yoho, S. K. (2005). Toward a contingency model of leadership and psychological empowerment: When should self-leadership be encouraged? Journal of Leadership & Organizational Studies, 11(4), 6583.
Hsieh, Y. H., & Chen, H. M. (2011). Strategic fit among business competitive strategy, human resource strategy, and reward system. Academy of Strategic Management Journal, 10(2), 1132.
Hung, S. Y., Lee, W. T., & Cheng, M. E. (2014). Understanding the relationship between knowledge integration capability and innovative capability: A knowledge-based view. International Journal of Business and Systems Research, 8(4), 419437.
Jansen, J. J., Tempelaar, M. P., Van den Bosch, F. A., & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797811.
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 527.
Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools‐in‐use: A framework for understanding ‘technologies of rationality’ in practice. Strategic Management Journal, 36(4), 537558.
Jarzabkowski, P., Kaplan, S., Seidl, D., & Whittington, R. (2016). On the risk of studying practices in isolation: Linking what, who, and how in strategy research. Strategic Organization, 14, 248–259, 1476127015604125.
Jarzabkowski, P., Spee, A. P., & Smets, M. (2013). Material artifacts: Practices for doing strategy with ‘stuff’. European Management Journal, 31(1), 4154.
Jauch, L. R., & Osborn, R. N. (1981). Toward an integrated theory of strategy. Academy of Management Review, 6(3), 491498.
Jauch, L. R., Osborn, R. N., & Glueck, W. F. (1980). Short term financial success in large business organizations: The environment‐strategy connection. Strategic Management Journal, 1(1), 4963.
Johnson, G. (1987). Strategic change and the management process. New Jersey: Blackwell.
Johnson, G. (2007). Strategy as practice: Research directions and resources. Cambridge: Cambridge University Press.
Johnson, G., Melin, L., & Whittington, R. (2003). Guest editors’ introduction. Journal of Management Studies, 40(1), 322.
Kashan, A. J., & Mohannak, K. (2014). A conceptual analysis of strategic capability development within product innovation projects. Prometheus, 32, 120.
Kashan, A. J., & Mohannak, K. (2015). An empirical study of capability development within product innovation projects. Journal of Technology Management & Innovation, 10(1), 7081.
Ketokivi, M., & Schroeder, R. (2004). Manufacturing practices, strategic fit and performance: A routine-based view. International Journal of Operations & Production Management, 24(2), 171191.
Klein, H. K., & Myers, M. D. (1999). A set of principles for conducting and evaluating interpretive field studies in information systems. MIS Quarterly, 23, 6793.
LaBahn, D. W., & Krapfel, R. (2000). Early supplier involvement in customer new product development: A contingency model of component supplier intentions. Journal of Business Research, 47(3), 173190.
Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24(4), 691710.
Lawrence, P. R., & Lorsch, J. W. (1967). Differentiation and integration in complex organizations. Administrative Science Quarterly, 12(1), 147.
Lee, T., & Chu, W. (2013). How entrepreneurial orientation, environmental dynamism, and resource rareness influence firm performance. Journal of Management and Organization, 19(2), 167187.
Leonard‐Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13(S1), 111125.
Lewin, A. Y., Massini, S., & Peeters, C. (2011). Microfoundations of internal and external absorptive capacity routines. Organization Science, 22(1), 8198.
Lin, C.-H., Tsai, F.-S., Tarn, D. D., & Hsu, S.-C. (2014). Strategic fit among knowledge attributes, knowledge management systems, and service positioning. Knowledge Management Research & Practice, 13, 272280.
Lockett, A., & Thompson, S. (2001). The resource-based view and economics. Journal of Management, 27(6), 723754.
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978). Organizational strategy, structure, and process. Academy of Management Review, 3(3), 546562.
Mohr, L. B. (1982). Explaining organizational behavior (1st ed.). San Francisco, CA: Jossey-Bass.
Naesens, K., Gelders, L., & Pintelon, L. (2009). A swift response framework for measuring the strategic fit for a horizontal collaborative initiative. International Journal of Production Economics, 121(2), 550561.
Newey, L. R., Verreynne, M., & Griffiths, A. (2012). The relationship between dynamic and operating capabilities as a stage-gate process: Insights from radical innovation. Journal of Management and Organization, 18(1), 123140.
Nordqvist, M. (2012). Understanding strategy processes in family firms: Exploring the roles of actors and arenas. International Small Business Journal, 30(1), 2440.
Olson, E. M., Slater, S. F., & Hult, G. T. M. (2005). The performance implications of fit among business strategy, marketing organization structure, and strategic behavior. Journal of Marketing, 69(3), 4965.
O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185206.
Pettigrew, A. M. (1985). Contextualist research and the study of organizational change processes. In Mumford, E., Hirschheim, R., Fitgerald, G., & Wood-Harper, T. (Eds.), Research methods in information systems (pp. 5378). Amsterdam: Elsevier Science.
Pettigrew, A. M. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1(3), 267292.
Pettigrew, A. M. (1997). What is a processual analysis? Scandinavian Journal of Management, 13(4), 337348.
Porter, M. E. (1980). Competitive strategy techniques for analyzing industries and competitors. New York: Free Press.
Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(S2), 95117.
Regnér, P. (1999). Strategy creation and change in complexity: Adaptive and creative learning dynamics in the firm (dissertation). Institute of International Business, Stockholm School of Economics, Stockholm.
Regnér, P. (2008). Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view of strategy. Human Relations, 61(4), 565588.
Rice, J., Liao, T., Martin, N., & Galvin, P. (2012). The role of strategic alliances in complementing firm capabilities. Journal of Management and Organization, 18(6), 858869.
Rouleau, L. (2005). Micro‐practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7), 14131441.
Rouse, M. J., & Daellenbach, U. S. (1999). Rethinking research methods for the resource‐based perspective: Isolating sources of sustainable competitive advantage. Strategic Management Journal, 20(5), 487494.
Saad, G. H., & Siha, S. (2000). Managing quality: Critical links and a contingency model. International Journal of Operations & Production Management, 20(10), 11461164.
Sanchez, R., & Heene, A. (2004). The new strategic management: Organization, competition and competence. New York: Wiley.
Schendel, D. (1992). Introduction to the summer 1992 special issue on ‘strategy process research’. Strategic Management Journal, 13(S1), 14.
Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35(2), 179203.
Sha, D., Chen, P., & Chen, Y.-H. (2008). The strategic fit of supply chain integration in the TFT-LCD industry. Supply Chain Management: An International Journal, 13(5), 339342.
Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal of Management Studies, 46(4), 597624.
Simsek, Z., Jansen, J. J., Minichilli, A., & Escriba‐Esteve, A. (2015). Strategic leadership and leaders in entrepreneurial contexts: A nexus for innovation and impact missed? Journal of Management Studies, 52(4), 463478.
Sminia, H. (2009). Process research in strategy formation: Theory, methodology and relevance. International Journal of Management Reviews, 11(1), 97125.
Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(S2), 4562.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509533.
Thomas, L., & Ambrosini, V. (2015). Materializing strategy: The role of comprehensiveness and management controls in strategy formation in volatile environments. British Journal of Management, 26(S1), S105S124.
Thompson, J. (1967). Organizations in action: Social science bases of administrative theory. Classics in organization and management series. Transaction Publishers.
Tortorella, S., Marotta, G., Cruciani, G., & De Angelis, F. (2015). Quantitative structure–property relationship modelling of ruthenium sensitizers for solar cells applications: Novel tools for designing promising candidates. RSC Advances, 5(30), 2386523873.
Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10–11), 11471161.
Tsoukas, H., & Knudsen, C. (2002). The conduct of strategy research. Handbook of strategy and management, ed. by Andrew Pettigrew, Howard Thomas and Richard Whittington, London: Sage, pp. 411–435.
Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285336.
Van de Ven, A. H., & Huber, G. P. (1990). Longitudinal field research methods for studying processes of organizational change. Organization Science, 1(3), 213219.
Venkatraman, N., & Camillus, J. C. (1984). Exploring the concept of ‘fit’ in strategic management. Academy of Management Review, 9(3), 513525.
Venkatraman, N., & Prescott, J. E. (1990). Environment‐strategy coalignment: An empirical test of its performance implications. Strategic Management Journal, 11(1), 123.
Vorhies, D. W., & Morgan, N. A. (2003). A configuration theory assessment of marketing organization fit with business strategy and its relationship with marketing performance. Journal of Marketing, 67(1), 100115.
Weick, K. E. (1979). The social psychology of organizing (Topics in social psychology series). USA: McGraw-Hill.
Whittington, R. (2006). Learning more from failure: Practice and process. Organization Studies, 27(12), 19031906.
Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991995.
Yin, R. (2003). Case study research: Design and methods. London: Sage.
Zaefarian, G., Henneberg, S. C., & Naudé, P. (2013). Assessing the strategic fit between business strategies and business relationships in knowledge-intensive business services. Industrial Marketing Management, 42(2), 260272.
Zajac, E. J., Kraatz, M. S., & Bresser, R. K. (2000). Modeling the dynamics of strategic fit: A normative approach to strategic change. Strategic Management Journal, 21(4), 429453.
Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339351.

Keywords

Integrating the content and process of capability development: Lessons from theoretical and methodological developments

  • Alireza J. Kashan (a1) and Kavoos Mohannak (a1)

Metrics

Full text views

Total number of HTML views: 0
Total number of PDF views: 0 *
Loading metrics...

Abstract views

Total abstract views: 0 *
Loading metrics...

* Views captured on Cambridge Core between <date>. This data will be updated every 24 hours.

Usage data cannot currently be displayed