THE STRATEGY-AS-PRACTICE THROUGH THE LENS OF THE MICROFOUNDATIONS OF DYNAMIC CAPABILITIES

Cardoso, Fernando Eduardo; Rossetto, Carlos Ricardo; Silva, Joaquim Ramos

doi:10.1590/1413-2311.371.111410

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REAd. Revista Eletrônica de Administração (Porto Alegre)

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Article • REAd. Rev. eletrôn. adm. (Porto Alegre) 29 (01) • Jan-Apr 2023 • https://doi.org/10.1590/1413-2311.371.111410 copy

THE STRATEGY-AS-PRACTICE THROUGH THE LENS OF THE MICROFOUNDATIONS OF DYNAMIC CAPABILITIES

A ESTRATÉGIA COMO PRÁTICA ATRAVÉS DA LENTE DOS MICROFUNDAMENTOS DAS CAPACIDADES DINÂMICAS

LA ESTRATEGIA COMO PRÁCTICA A TRAVÉS DEL LENTE DE LOS MICROFUNDAMENTOS DE LAS CAPACIDADES DINÁMICAS

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

Organizational practices are the link between the micro and the macro level of organizations. At the micro level we find theorists as strategy-as-practice, focused on strategy as a social practice, strategies and day-to-day activity, concerned with strategizing. At the macro level we find theories such as dynamic capabilities with a focus on routines and capabilities at the organizational level. This study correlates two distinct perspectives, the first strategy-as-practice, with its roots in social practices, the second dynamic capabilities, which has its economic roots. The study aims to analyze strategy-as-practice, through the lens of the microfoundations of dynamic capabilities. The results demonstrate the organizational heterogeneities responsible for the development of dynamic capabilities. It is also shown that practical social activities are decisive in the process of building organizational strategies, creating armored dynamic capabilities.

Keywords:
Strategy-as-practice; Dynamic capabilities; Heterogeneous capabiblities; Senzing; seizing and transforming.

Data	Practice	Praxis	Practitioners	Authors
Sensing	Sensing Practices Sensing practices are practices related to the identification and monitoring of organizational opportunities. They are tools and procedures (norms and cognitive procedures), involved in activities related to how the organization monitors its organizational environment and how it identifies opportunities.	Sensing Praxis Sensing praxis are praxis related to the identification and monitoring of organizational opportunities. These are socially achieved activities, which are responsible for the direction and survival of the organization, in activities related to how the organization monitors its organizational environment and how it identifies opportunities	Sensing practitioners Sensing practitioners are practitioners related to identifying and monitoring organizational opportunities. Are the actors and the description of their involvement in the processes involved in activities related to how the organization monitors its organizational environment and how it identifies opportunities	Eisenhardt and Martin (2000) ; Ellonen et al., (2011)ELLONEN, H.; JANTUNEN, A.; KUIVALAINEN, O. The role of dynamic capabilities in developing innovation-related capabilities. International Journal of Innovation Management, v. 15, n. 3, p. 459-478, 2011.; Helfat (2000HELFAT, C. The Evolution of Firm Capabilities. Strategic Management Journal, v.21, n. (Special issue, Oct-Nov), 2000., 2007HELFAT, C. E. Dynamic Capabilities: understanding strategic change in organizations. Blackwell, Malden, 2007.); Helfat and Peteraf (2003HELFAT, C. E.; PETERAF, M. A. The dynamic resource-based view: capability lifecycles, Strategic Management Journal, v. 24, n. 10, p. 997-1010, 2003., 2009HELFAT, C. E.; PETERAF, M. A. Understanding dynamic capabilities: progress along a developmental path. Strategic Organization, v. 7, n. 1, p. 91-102, 2009., 2015HELFAT, C. E.; PETERAF, M. A. Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, v. 36, n. 6, p. 831-850, 2015.), Helfat et al (2007)HELFAT, C.; FINKELSTEIN, S.; MITCHELL, W.; PETERAF, M. A.; SINGH, H.; TEECE, D. J.; WINTER, S. G. Dynamic capabilities. Resource-based change in organizations. Cambridge, MA: Blackwell, 2007.; Helfat and Winter (2011)HELFAT, C.E.; WINTER, S. Untangling Dynamic and Operational Capabilities: Strategy for the (N)Ever-Changing World. Strategic Management Journal, v. 32, n. 11, p. 1243-1250, 2011.; Jarzabkowski (2004JARZABKOWSKI, P. Strategy-as-practice: Recursiveness, adaptation and practices-in-use. Organization Studies, v. 24, n. 3, p. 489-520, 2004., 2005JARZABKOWSKI, P. An Activity-Based Approach. London, UK: Thousand Oaks, 2005.); Jarzabkowski et al., (2012)JARZABKOWSKI, P. A.; LÊ, J. K.; FELDMAN, M. S. Toward a theory of coordinating: Creating coordinating mechanisms in practice. Organization Science, v. 23, n. 1, p. 907-927, 2012.; Jarzabkowski et al., (2016)JARZABKOWSKI, P.; LÊ, J.; SPEE, P. Taking a Strong Process Approach to Analyzing Qualitative Data. In Ann Langley, Haridimos Tsoukas (Eds): The SAGE Handbook of Process Organization Studies, London; Thousand Oaks, California; New Delhi; Singapore: Sage Publishing. 2016. ; Jarzabkowski et al., (2019)JARZABKOWSKI, P. ; LÊ, J. ; BALOGUN, J. The social practice of coevolving strategy and structure to realize mandated radical change. Academy of Management Journal, v. 62, n. 3, p. 850-882, 2019. ; Jarzabkowski and Kaplan (2010)JARZABKOWSKI, P.; KAPLAN, S. Taking “strategy-as-practice” across the Atlantic. In: Baum, J. A. C.; Lampel, J. Advances in Strategy Management - v. 27, The Globalization of Strategy Research. Emerald Group Publishing Limited, 2010. p. 51-71. 2010.; Jarzabkowski et al., (2007)JARZABKOWSKI, P.; BALOGUN, J.; SEIDL, D. Strategizing: The challenges of a practice perspective. Human Relations, v. 60, n. 1, p. 5-27, 2007.; Jarzabkowski and Seidl (2008)JARZABKOWSKI, P.; SEIDL, D. The role of meetings in the social practice of strategy, Organization Studies, v. 29, n. 1, p. 1391-1426, 2008.; Jarzabkowski and Spee (2009)JARZABKOWSKI, P.; SPEE, A. P. Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, v. 11, n. 1, p. 69-95, 2009.; Jarzabkowski and Whittington (2008)JARZABKOWSKI, P.; WHITTINGTON. Shaping Strategy as a Structuration Process. Academy of Management Journal, v. 51, n. 4, p. 621-650, 2008.; Regnér (2008REGNÉR, P. Strategy-as-practice and dynamic capabilities: steps towards a dynamic view of strategy. Human Relations, v. 61, n.4, p. 565-588, 2008., 2015REGNÉR P. Relating Strategy-as-Practice to the resource-based view, capabilities perspectives and the micro-foundations approach. In D. Golsorkhi, L. Rouleau, D. Seidl, and E. Vaara (Eds.), Cambridge Handbook of Strategy-as-Practice, p. 301-316. Cambridge, UK: Cambridge University Press, 2015.); Teece et al., (1997)TEECE, D. J.; PISANO, G.; SHUEN, A. Dynamic capabilities and strategic management. Strategic Management Journal, v. 8, n.7, p. 509-533, 1997.; Teece (2007TEECE, D. J. Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, v. 28, n.1, p. 1319-1350, 2007., 2009TEECE, D. J. Dynamic Capabilities & Strategic Management. Oxford: Oxford University Press, 2009., 2011TEECE, D. Dynamic Capabilities: A guide for managers. Ivey Business Journal, v. 75, n. 2, p. 29-33, 2011., 2012, 2014, 2017) and Whittington (1996WHITTINGTON, R. Strategy-as-practice. Long Range Planning, v. 29, n. 1, p. 731-735, 1996., 2002WHITTINGTON, R. Practice perspectives on strategy: unifying and developing a field. Academy of Management Conference Proceedings, Denver, August, 2002., 2006WHITTINGTON, R. Completing the practice turn in strategy research. Organization Studies, v. 27, n. 5, p. 613-634, 2006., 2007, 2017).
Seizing	Seizing Practices Seizing practices are practices related to taking advantage of the opportunities identified. They are organizational tools and procedures (norms and cognitive procedures) related to the activities of how the opportunities identified by the organization are used and learned.	Seizing praxis The seizing praxis are the praxis related to the use of the identified opportunities. These are socially achieved activities, which are responsible for the direction and survival of the organization, in the activities of how the opportunities identified by the organization are used and learned.	Seizing practitioners Seizing practitioners are practitioners related to taking advantage of the opportunities identified. They are actors and the description of their involvement in the process, related to the activities of how the opportunities identified by the organization are used and learned.
Transforming	Transforming Practices Transforming practices are the practices involved in the reconfiguration process to shape the changes required for organizational development. They are organizational tools and procedures (norms and cognitive procedures) related to the activities involved in the organizational reconfiguration process in order to shape the necessary changes for its development.	Transforming Praxis The praxis of transforming are the praxis involved in the reconfiguration process to shape the necessary changes to organizational development. These are socially achieved activities, which are responsible for the direction and survival of the organization, in the activities involved in the organizational reconfiguration process to shape the necessary changes for organizational development.	Transforming practitioners Transforming practitioners are practitioners involved in the reconfiguration process to shape the changes needed for organizational development. Actors and the description of their involvement are related activities in the organizational reconfiguration process to shape the changes necessary for organizational development

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