Building Micro-foundations for the Routines, Capabilities, and Performance Links

被引：351

作者：

Abell, Peter ^{[1
]}

Felin, Teppo ^{[2
]}

Foss, Nicolai ^{[3
]}

机构：

[1] London Sch Econ, London, England

[2] Brigham Young Univ, Marriott Sch Management, Provo, UT 84602 USA

[3] Ctr Strateg Management & Globalizat, Copenhagen Business Sch, Porcelainshaven 24, Frederiksberg, Denmark

来源：

MANAGERIAL AND DECISION ECONOMICS | 2008年 / 29卷 / 06期

关键词：

D O I：

10.1002/mde.1413

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Micro-foundations have become an important emerging theme in strategic management. This paper addresses micro-foundations in two related ways. First, we argue that the kind of macro (or 'collectivist') explanation that is presently utilized in the capabilities view in strategic management-which implies a neglect of micro-foundations-is incomplete. There are no mechanisms that work solely on the macro-level, directly connecting routines and capabilities to firm-level outcomes. While routines and capabilities are useful shorthand for complicated patterns of individual action and interaction, ultimately they are best understood at the microlevel. Second, we provide a formal model that shows precisely why macro-explanation is incomplete and which exemplifies how explicit micro-foundations may be built for notions of routines and capabilities and how these impact firm performance. Copyright (C) 2008 John Wiley & Sons, Ltd.

引用

页码：489 / 502

页数：14

共 57 条

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