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Contribution of knowing in practice to dynamic capabilities

Contribution of knowing in practice to dynamic capabilities 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/approachThe 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.FindingsThis 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/implicationsThis proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers.Practical implicationsThis study suggests an alignment between strategic and operational views, stimulating learning across organizational levels.Originality/valueKP 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Contribution of knowing in practice to dynamic capabilities

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References (68)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0969-6474
DOI
10.1108/tlo-04-2018-0058
Publisher site
See Article on Publisher Site

Abstract

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/approachThe 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.FindingsThis 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/implicationsThis proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers.Practical implicationsThis study suggests an alignment between strategic and operational views, stimulating learning across organizational levels.Originality/valueKP 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.

Journal

The Learning Organization – Emerald Publishing

Published: Feb 8, 2019

Keywords: Dynamic capabilities; Knowing in practice; Healthcare

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