Contribution of knowing in practice to dynamic capabilities

Abstract

Purpose

This paper aims to discuss the contribution of knowing in practice (KP) to the development of dynamic capabilities (DC) in the context of health-care organizations.

Design/methodology/approach

The authors develop a case study in a Brazilian hospital in three stages using the data collection techniques of interviews, focus groups, shadowing and conjoint analysis. The participants were health-care employees, supervisors, project managers and members of the board of directors.

Findings

This paper identifies the contribution of KP to develop DC based on strategic practices and their respective microprocesses as key elements to DC microfoundations. In the end, the paper points out a mutual contribution between the theoretical approaches.

Research limitations/implications

This proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers.

Practical implications

This study suggests an alignment between strategic and operational views, stimulating learning across organizational levels.

Originality/value

KP helps to give DC a tangible form by including a human dimension into microfoundations, giving voice to practitioners in the strategic decisions. The integration of KP and DC approaches allows organizations to perceive DC in daily practices making DC present in every organizational level, stimulating a continuous organizational learning process.

Citation

Linden, A.I., Bitencourt, C. and Muller Neto, H.F. (2019), "Contribution of knowing in practice to dynamic capabilities", The Learning Organization, Vol. 26 No. 1, pp. 60-77. https://doi.org/10.1108/TLO-04-2018-0058