Abstracts
Abstract
This paper gives emphasis to four categories most relevant for microfoundations of dynamic ca-pabilities (DCs): (1) leadership behavior, (2) team interaction, (3) individual capabilities, and (4) job characteristics. We study whether micro-variables operate firm-specifically when constituting DCs and how they relate to one another. Data result from employee surveys (n = 486) conducted in five German organizations. The cross-firm comparison based on discriminant analyses reveals that micro-variables that constitute DCs often build firm-specific configurations in a broader set of variables. Only structural empowerment and team learning function as cross-firm commonali-ties. There is evidence to consider firm-specificity when explaining competitive advantages.
Keywords:
- microfoundations,
- individual capabilities,
- team interaction,
- leadership behavior,
- empowerment,
- commonalities,
- configuration
Résumé
L’article insiste sur quatre catégories tout à fait importantes des micro-fondations des capacités dynamiques (DC) : (1) le comportement des leaders, (2) l’interaction dans les équipes, (3) la capacités individuelles, et (4) les caractéristiques du poste. Nous étudions si les micro-variables opèrent au niveau spécifique de l’entreprise quand elles installent des capacités dynamiques, et comment elles s’articulent les unes aux autres. Les données sont issues d’une enquête par questionnaire (486 répondants) conduite dans 5 organisations allemandes. La comparaison inter-firmes basée sur des analyses discriminantes révèle que les micro-variables qui constituent les DCs construisent souvent des configurations spécifiques à chaque firme parmi un ensemble plus large de variables. Seules la mise en capacité structurelle (empowerment) et la fonction d’apprentissage en équipe représentent des points communs entre ces entreprises. Nous concluons sur le lien entre ces spécificités d’entreprises et l’explication des avantages concurrentiels.
Mots-clés :
- micro-fondations,
- capacités individuelles,
- interaction au niveau des équipes,
- comportement du leader,
- mise en capacité (empowerment),
- points communs,
- configuration
Resumen
Este artículo se concentra en las cuatro categorías más relevantes para las microfundaciones de capacidades dinámicas (CDs): (1) comportamiento de liderazgo, (2) interacción del equipo, (3) capacidades individuales y (4) características del puesto. Estudiamos si las micro-variables operan en las especificidades de la firma cuando constituyen CDs y cómo se relacionan entre sí. Los datos son el resultado de encuestas de empleados (n = 486) realizadas en cinco organizaciones alemanas. La comparación entre empresas basada en análisis discriminantes revela que las micro-variables que constituyen las CDs a menudo construyen configuraciones específicas de la empresa en un conjunto más amplio de variables. Sólo el empoderamiento estructural y el aprendizaje en equipo representan puntos en común entre empresas. Existe evidencias para considerar la especificidad de la empresa como explicación a las ventajas competitivas.
Palabras clave:
- microfundaciones,
- capacidades individuales,
- interacción en equipo,
- comportamiento de liderazgo,
- empoderamiento,
- puntos en común,
- configuración
Appendices
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