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This study aims to systematize the acquisition phase of absorptive capacity microprocesses that contribute to project management (PM) knowledge identification.

An exploratory and descriptive qualitative research was adopted. The first stage consisted of building the conceptual framework based on four systematic-literature-reviews. The data collection process in the second phase involved in-depth interviews, which are adequate to understand the interviewee’s reality. The sample composition consisted of 15 respondents who are PM professionals with an average of 15 years of experience. Each interviewee was chosen based on their expertise and ability to transmit the entire management process of several projects. The data were analyzed using the Atlas. Tecnology information software following the grounded theory technique with three coding cycles: open, axial and selective.

Based on the results, the authors organized the microprocesses into three groups: events, social interaction and the use of tools and techniques.

The primary limitation of the study was the number of respondents. Future studies will be able to identify other microprocesses and evaluate their role in the knowledge identification process.

This study presents a systematization of microprocesses in knowledge identification, as it occurs in the context of PM. Based on the results of this study, organizations will be able to choose the microprocesses that best fit their operations and activities according to the complexity, innovation and/or criticality of their projects.

The systematic literature review revealed a gap in the knowledge identification phase of knowledge management as it pertains to PM. Thus, this study presents a systematization of how knowledge identification occurs in the context of PM.

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.

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.

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.

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

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

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.

The purpose of this paper is to investigate the organising of social innovation in a large market-based social enterprises from the perspective of dynamic capabilities and social transformation.

This paper analyses the process by which Desjardins Group launched the Desjardins Environment Fund as the first investment fund in North America to integrate environmental screening. It uses longitudinal single case analysis and a theoretical framework based on Teece’s three dynamic capabilities.

Results show that dynamic capabilities can be conceived as stages in the process of social innovation. Sensing refers to the capability to identify a societal demand for social transformation. Seizing capability is about shaping societal demand into a commercial offer. Reconfiguring concerns organisational innovation to integrate actual and new knowledge through innovative routines. Microprocesses of both path dependency and path building are in action at each of the three stages.

This paper shows that managing dynamic capabilities is central to social innovation in the context of a large social business and provides genuine managerial input via an analysis of the microprocesses at work in the social innovation process.

This paper contributes to the operationalization of Teece’s dynamic capabilities model. In mobilising a framework in the field of management of innovation, it contributes to the understanding of the process of social innovation and develops the organisational mechanism for multiscalarity of social innovation as a condition for social transformation.

The article's purpose is to demonstrate how UK artisan entrepreneurs organise entrepreneurial activities within the context of a creative industry organisation. The research asks how artisan entrepreneurs draw on contexts to manage entrepreneurial activities. The article investigates how these entrepreneurs organise collaborative business solutions through the lens of entrepreneurial capitals and their conversion.

The research study employed a phenomenological approach to analyse the situated entrepreneurial activities of artisan entrepreneurs. Ethnographic methods assisted in capturing these activities.

The findings demonstrated the context-dependent collaborative business solutions by artisan entrepreneurs. Such solutions emerge from the interplay of the materiality of buildings, social relations management and personal resources. This materiality facilitates creative forms of social relations management for entrepreneurial activities between artisan entrepreneurs.

The discussed entrepreneurial collaborative solutions are beneficial for many entrepreneurs in fragmented working conditions.

The detailed discussion of how artisan entrepreneurs organise entrepreneurial activities individually and collaboratively sheds light on dynamic microprocesses in context. The lens of entrepreneurial capitals and their conversion for these microprocesses integrates the literature on capital conversions with context as the main contribution to theory. This lens allows to home in on social relations and material environment management adding more fine-grained insights into how these micro-exchange processes work. These insights contribute to the literature on artisan entrepreneurship in the creative industries and entrepreneurship and context.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper highlights the collaborative microprocess-driven solutions arrived at by three UK artisan entrepreneurs, who moved into one working studio together, and operated under one brand and company. Using these microprocesses as assets enabled them to personally share and convert multiple forms of entrepreneurial capital between themselves, such as economic, social, and cultural capital. The artisans increased their incomes through deliberate efforts to internally streamline their operations, and through unifying their external marketing.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Research has recognized the importance of middle management in the strategy process. Nonetheless, two questions raised by the involvement of middle management remain largely unexplored; they are central to this study. The first question concerns the conditions of this involvement. Before the 1970s, middle managers were subjected to operational processes. During the 1980s and 1990s they often embodied bureaucratic unwieldiness. How, then, has an actor in an organization migrated from a position excluded from the strategy process to a key position in this process? The second question concerns the functioning of the strategy process itself: what are the conditions of strategic creativity in this type of expanded process? This paper aims to address these issues.

The approach taken is that of a longitudinal case study.

On the basis of a seven‐year longitudinal case study of strategy practices in a firm facing radical change, this article pinpoints two research results. The first result shows that becoming a strategist is not the simple result of training in strategy techniques. Involvement in the strategy process goes beyond the cognitive dimension; it entails the construction of new systems of roles and identities, along with development of appropriate dialogue modes. The second result is more interesting, and was largely unpredicted. The observations indicate that to achieve the necessary strategic creativity, the strategizing process itself must be transformed. If strategy is envisioned as an emerging social reality made up of strong situations and interactions between strategists, in a dynamic context structured by role systems, spatial and temporal conditions and discourse, developing a new strategy necessitates transformation of its social fabric.

Understanding the microprocesses at play in the inclusion of middle managers in the strategy process is important to help companies better conceive and apply their policy of including middle managers in the strategy process. This entails the definition of activity content and new skills required, along with career and loyalty building, and of the forms of organization in which middle managers evolve and develop. In this sense, the approach we proposed can be practical for companies and their stakeholders facing these challenges.

The longitudinal and very detailed case study over a long period of middle managers doing strategy during a radical change situation.

The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave throughout the life cycle of a collaborative project, although this understanding could enhance the interorganizational knowledge creation process.

The authors conducted 65 semi-structured interviews and utilized secondary data from a joint R&D project. The authors analyzed all data using the Gioia method.

The authors confirm that specific dynamic capabilities are needed to create interorganizational knowledge and discovered 11 knowledge-based dynamic capabilities (KBDCs) for successful innovation results in joint R&D projects. Gioia method allowed to discover that different KBDCs are necessary for the different phases of the project lifecycle. Additionally, the authors identify two microprocesses in which KBDCs are engaged in joint R&D projects, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, and establish several KBDC microfoundations.

We used retrospective interviews. This kind of interviews are impacted by the experiences of the respondents lived after they have participated in the joint R&D project.

Dynamic capabilities for collaborative knowledge creation and their specific microfoundations can help managers delineate their strategic practices and actions to achieve more sustainable, long-lasting results from joint R&D projects.

The authors improve Teece’s model and propose two microprocesses in which dynamic capabilities are engaged, that emerged in the context of a joint R&D project, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, which supplement those already known: sensing, seizing and transforming. The authors tested the Gioia method, which is important for detecting dynamic capabilities; therefore, the authors propose a methodological advance that can contribute to future studies. The authors provide an interorganizational perspective on KBDC and a methodological view of the changes in KBDCs required for joint R&D projects.

The paper provides a theoretical framework for interdisciplinary accounting scholars interested in performances of accountability in front of live audiences.

This is a processual case study of “Falkirk in crisis” that covers the period from September 2021 to September 2022. The focus of this paper is two-fan-Q&A sessions held in October 2021 and June 2022. Both are naturally occurring discussions between two groups such as are found in previous research on routine events and accountability. This is a theoretically consequential case study.

A key insight of the paper is to identify the practical and symbolic dimensions of accountability. The paper demonstrates the need to align these two dimensions when responding to questions: a practical question demands a practical answer and a symbolic question requires a symbolic answer. Second, the paper argues that most fields contain conflicting logics and highlights that a complete performance of accountability needs to cover the different conflicting logics within the field. In this case, this means paying full attention to both the communitarian and results logics. A third finding is that a performance of accountability cannot succeed if the audience rejects attempts to impose an unpalatable definition of the situation. If these three conditions are not met, the performance is bound to fail.

An important theoretical coontribution of the study is the application of Jeffery Alexander’s work on political performance to public performances of accountability.

The phenomenon explored in the paper (what the authors term “grassroots accountability”) has broad applicability to any situation in organizational or civic life where the power apex of an organization is required to engage with a group of informed and committed stakeholders – the “community”. For those who find themselves in the position of the fans in this study, the observations set out in the empirical narrative can serve as a useful practical guide. Attempts to answer a practical complaint with a symbolic answer (or vice versa) should be challenged as evasive.

This paper studies an engagement of elite actors with ordinary (or grassroots) actors. The study shows important rules of engagement, including the importance of respecting the power of practical questions and the need to engage with these questions appropriately.

This paper offers a new vista for interdisciplinary accounting by synthesizing the accountability literature with the political performance literature. Specifically, the paper employs Jeffery Alexander’s work on practical and symbolic performance to study the microprocesses underpinning successful and unsuccessful performances of accountability.

Reality breakdowns generate reflexivity and awareness of the constructed nature of social reality. These pivotal moments can motivate institutional inhabitants to either modify their social worlds or reaffirm the status quo. Thus, reality breakdowns are the initial points at which actors can conceive of new possibilities for institutional arrangements and initiate change processes to realize them. Studying reality breakdowns enables scholars to understand not just how institutional change occurs, but also why it does or does not do so. In this paper, we investigate how institutional inhabitants responded to a reality breakdown that occurred during our ethnography of collegial governance in a large North American university that was undergoing a strategic change initiative. Our findings suggest that there is a consequential process following reality breakdowns whereby institutional inhabitants construct the severity of these events. In our context, institutional inhabitants first attempted to restore order to their social world by reaffirming the status quo; when their efforts failed, they began to formulate alternative possibilities. Simultaneously, they engaged in a distributed sensemaking process whereby they diminished and reoriented necessary changes, ultimately inhibiting the formulation of these new possibilities. Our findings confirm reality breakdowns and institutional awareness as potential drivers of institutional change and complicate our understanding of antecedent microprocesses that may forestall the initiation of change efforts.

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.