Exploring microfoundations of dynamic capabilities – challenges, barriers and enablers of organizational change

Abstract

Purpose

The purpose of this study is to identify factors affecting an organization’s dynamic capability and, consequently, its ability to manage organizational change.

Design/methodology/approach

A single case study was conducted to provide a deeper understanding of the situation that the case company experienced during a specific phase of reconfiguration. Data were collected through nine in-depth, semi-structured interviews and analyzed using the Gioia methodology.

Findings

Challenges, barriers and enablers affecting the organization's dynamic capability in the reconfiguration phase were identified.

Originality/value

This study contributes to the theory of dynamic capabilities and to the current investigatory stream regarding microfoundations by presenting practical examples of challenges, barriers and enablers that affect an organization’s ability to succeed during an organizational reconfiguration. These examples are intended to aid in discussions on microfoundations of dynamic capabilities and their impact in practice.

Citation

Bojesson, C. and Fundin, A. (2021), "Exploring microfoundations of dynamic capabilities – challenges, barriers and enablers of organizational change", Journal of Organizational Change Management, Vol. 34 No. 1, pp. 206-222. https://doi.org/10.1108/JOCM-02-2020-0060