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journal article Apr 01, 2014

Managerial cognitive capabilities and the microfoundations of dynamic capabilities

Constance E. Helfat Margaret A. Peteraf
Strategic Management Journal Vol. 36 No. 6 pp. 831-850 · Wiley
View at Publisher Save 10.1002/smj.2247
Abstract
The microfoundations of dynamic capabilities have assumed greater importance in the search for factors that facilitate strategic change. Here, we focus on microfoundations at the level of the individual manager. We introduce the concept of “managerial cognitive capability,” which highlights the fact that capabilities involve the capacity to perform not only physical but also mental activities. We identify specific types of cognitive capabilities that are likely to underpin dynamic managerial capabilities for sensing, seizing, and reconfiguring, and explain their potential impact on strategic change of organizations. In addition, we discuss how heterogeneity of these cognitive capabilities may produce heterogeneity of dynamic managerial capabilities among top executives, which may contribute to differential performance of organizations under conditions of change. Finally, we propose possible directions for future research
. Copyright © 2014 John Wiley & Sons, Ltd.
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Management Decision
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1,463
Citations
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References
Details
Published
Apr 01, 2014
Vol/Issue
36(6)
Pages
831-850
License
View
Authors
C
Constance E. Helfat

Tuck School of Business at Dartmouth Hanover New Hampshire U.S.A.

M
Margaret A. Peteraf

Tuck School of Business at Dartmouth Hanover New Hampshire U.S.A.

Cite This Article
Constance E. Helfat, Margaret A. Peteraf (2014). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831-850. https://doi.org/10.1002/smj.2247
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