Search results

1 – 2 of 2
Article
Publication date: 26 October 2012

Arto Kuuluvainen

Dynamic capabilities approach, having roots in evolutionary economics, has recently become popular also among strategic management researchers. However, the dynamic capabilities…

2775

Abstract

Purpose

Dynamic capabilities approach, having roots in evolutionary economics, has recently become popular also among strategic management researchers. However, the dynamic capabilities construct has been criticised for being too confusing and abstract. The purpose of this paper is to tackle this criticism by first introducing a theoretical framework for concretising dynamic capabilities and then by testing the framework empirically.

Design/methodology/approach

The study utilises qualitative case study methods. The empirical part of the research introduces a single case study of Finnish manufacturing small to medium‐sized enterprise (SME). The longitudinal research data include two structured telephone interviews and two personal interviews with the case firm's managers. Also significant amount of secondary data were analysed during the study. Pre‐planned systematic coding methods were utilised during the data‐analysis phase of the study.

Findings

Concrete examples were provided of the dynamic capabilities identified from the international growth of the studied firm.

Research limitations/implications

The research design led to a sample of only one case. Therefore, the findings have a strong intuitive and conceptual appeal and statistical generalizability is not appropriate.

Practical implications

The paper introduces an example of how SME can grow in international markets. Some good practices can be identified from the case study.

Originality/value

By introducing a new and operationalized classification for studying dynamic capabilities qualitatively, the paper makes methodological contributions. The paper also answers criticism addressed towards the dynamic capabilities construct by making dynamic capabilities more concrete.

Details

Journal of Strategy and Management, vol. 5 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 26 October 2012

Caroline Hussler, Julien Pénin, Michael Dietrich and Thierry Burger‐Helmchen

The purpose of this paper is to argue for the need to reconcile managerial and economic approaches of the firm. Strategic management seems to be the perfect playground for this.

1267

Abstract

Purpose

The purpose of this paper is to argue for the need to reconcile managerial and economic approaches of the firm. Strategic management seems to be the perfect playground for this.

Design/methodology/approach

The paper shows many divergences between the economic and managerial approach of the firm but also highlights many topics where both approaches come in handy.

Findings

The authors underline the topics and theories in strategic management with the greatest benefits of mixing economics and management can be expected and they echo the papers in this special issue.

Practical implications

The paper comes as a warning for those using only managerial perspective without listening to the caveats and ideas put forward by the economic approach of the firm.

Originality/value

The paper offers an agenda of how economics and management could be reunited, and shows the relevance of doing so to both theory and practice.

Details

Journal of Strategy and Management, vol. 5 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

1 – 2 of 2