Correa, Marcos

Takahash, Adriana Roseli Wünsch

English

Cadernos Espinosanos (E-Journal)

Guest editorialDynamic capabilities, entrepreneurship and innovation: exploring differentlevels of analysisDear readers,We are pleased to introduce this special section on dynamic capabilities. The dynamiccapabilities perspective aims to understand how resources, competences, routines andknowledge shape the innovation process and the competitive advantage in dynamicenvironments (Felin, Foss, Heimeriks, & Madsen, 2012; Vogus & Rerup, 2017; Teece, 2012,2018; Zollo & Winter, 2002). The research on dynamic capabilities has grown in recentyears, and it is considered a relevant perspective for analyzing the strategic renewal and thesustainable growth of organizations (Teece, Pisano, & Shuen, 1997; Teece, 2018; Makadok,2001; Helfat & Peteraf, 2003; Wilden, Devinney, & Dowling, 2016).The evolutionary perspective has been orienting many studies on dynamic capabilities,primarily relying on the macro analysis (Regnér, 2008). To respond to this perspective’scriticism, regarding the indeterminacy and tautology of dynamic capabilities (Arend &Bromiley, 2009; Barreto, 2010; Meirelles & Camargo, 2014), many scholars have beenfocusing on the analysis of microfoundations (Felin & Foss, 2005; Felin, Foss, & Ployhart,2015; Foss, 2016). Therefore, there is a research gap about how micro-actions shapemacro-outcomes.Although the dynamic capabilities literature has focused on CEOs or the topmanagement teams (Adner & Helfat, 2003; Teece, 2014; Helfat & Peteraf, 2015). However,there are not enough studies on how different organizational actors (managers, suppliers,customers, among other actors) support the development of dynamic capabilities (MacLean,MacIntosh, & Seidl, 2015).Exploring the theoretical and methodological gaps regarding the nature andmicrofoundations of dynamic capabilities, especially the recursiveness between the microand macro dimensions of the strategy, can bring new insights into how organizations dealwith change processes (Parmigiani & Howard-Grenville, 2011; Salvato & Rerup, 2011;Jarzabkowski, Lê, & Spee, 2016). Thus, this special call fostered submissions of papers thatexplore different levels of analysis to contribute to the understanding of the dynamic natureof these capabilities in organizations situated in rapidly changing business environments,where innovation has a pivotal role.We invited theoretical and empirical papers that explore different levels of analysisthrough quantitative and qualitative methodologies. Many papers were submitted bothfrom Brazil and abroad to compose this special section, yet only a couple of them composesthis special section. This section includes the following articles:The paper titled “Identification of Dynamic Capabilities in Open Innovation” by EdsonAro and Gilberto Perez aims to understand how capabilities in the practice of openinnovation are related to dynamic capabilities. Using the qualitative methodology andgrounded theory, the authors analyzed the practice of open innovation by 3M Brazil and© Adriana Roseli Wünsch Takahashi and Marcos Correa. Published in Innovation & ManagementReview. Published by Emerald Publishing Limited. This article is published under the CreativeCommons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and createderivative works of this article (for both commercial and non-commercial purposes), subject to fullattribution to the original publication and authors. The full terms of this licence maybe seen at http://creativecommons.org/licences/by/4.0/legalcodeINMR18,2110Innovation &ManagementReviewVol. 18 No. 2, 2021pp. 110-112Emerald PublishingLimited2515-8961DOI 10.1108/INMR-04-2021-177Natura. As recently highlighted by Teece (2020), the integration between these perspectivescan help understand how internal and external resources are combined to achievesustainable competitive advantage. As a result, the authors identified nine open innovationcapabilities related to sensing, seizing and transforming capabilities.The paper titled “Capabilities and Skills to Orchestrate Innovation Networks” byTaisson Toigo, Douglas Wegner, Silvio B. da Silva e Felipe Zarpelon aims to address theimportant role of inter-organizational relations by presenting a theoretical analysis of a huborganization’s capabilities and skill in an innovation network. The authors analyzed 69articles from a search on Scopus, Web of Science and Google Scholar platforms. Through atheoretical discussion, the authors presented a model for orchestrating innovation networksto advance the understanding of the microfoundations dimensions of dynamic capabilities.Finally, we aimed to demonstrate the relevance of considering the microfoundations ofdynamic capabilities to understand how organizations change over time to achieve asustainable competitive advantage. This special section presents papers that contribute tounderstanding the different levels of analysis around the innovation process. We expectthese papers to inspire future studies exploring dynamic capabilities as patterns of actionproduced by different organizational actors. Good reading! The editors.Adriana Roseli Wünsch TakahashiDepartment of Management, Universidade Federal do Parana, Curitiba, Brazil, andMarcos CorreaUNESPAR – Universidade Estadual do Parana j State University of Parana,Parana, BrazilReferencesAdner, R., & Helfat, C. E. (2003). 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(2015). The microfoundations movement in strategy andorganization theory. The Academy of Management Annals, 9(1), 575–632, doi: https://doi.org/10.5465/19416520.2015.1007651.Foss, N. J. (2016). Reflections on a decade of microfoundations research. Revista de Administração,51(1), 117–120, doi: https://doi.org/10.5700/RAUSP1227.Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycles. StrategicManagement Journal, 24(10), 997–1010, doi: https://doi.org/10.1002/smj.332.Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations ofdynamic capabilities. Strategic Management Journal, 36(6), 831–850, doi: https://doi.org/10.1002/smj.2247.Guest editorial111Jarzabkowski, P., Lê, J., & Spee, P. (2016). Taking a strong process approach to analyzing qualitativeprocess data. The SAGE Handbook of Process Organization Studies, 237, doi: https://doi.org/10.4135/9781473957954.n15.Makadok, R. (2001). 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Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view ofstrategy.Human Relations, 61(4), 565–588, doi: https://doi.org/10.1177/0018726708091020.Salvato, C., & Rerup, C. (2011). Beyond collective entities: Multilevel research on organizationalroutines and capabilities. Journal of Management, 37(2), 468–490, doi: https://doi.org/10.1177/0149206310371691.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. StrategicManagement Journal, 18(7), 509–533, doi: https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z.Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal ofManagement Studies, 49(8), 1395–1401, doi: https://doi.org/10.1111/j.1467-6486.2012.01080.x.Teece, D. J. (2014). A dynamic capabilities-based entrepreneurial theory of the multinational enterprise.Journal of International Business Studies, 45(1), 8–37, doi: https://doi.org/10.1057/jibs.2013.54.Teece, D. J. 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Guest editorial - Dynamic capabilities, entrepreneurship and innovation: exploring different levels of analysis

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Guest editorial - Dynamic capabilities, entrepreneurship and innovation: exploring different levels of analysis

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