Capabilities Unveiled: The Role of Ordinary Activities in the Evolution of Product Development Processes
Published Online:6 Mar 2009https://doi.org/10.1287/orsc.1080.0408
References
- Strings of adulthood: A sequence analysis of young women's work-family trajectories. Eur. J. Population (2007) 23:369–388Crossref, Google Scholar
- Event sequence and event duration: Colligation and measurement. Hist. Meth. (1984) 17(4):192–204Crossref, Google Scholar
- A primer on sequence methods. Organ. Sci. (1990) 1(4):375–392Link, Google Scholar
- Sequence analysis: New methods for old ideas. Annual Rev. Sociol. (1995) 21:93–113Crossref, Google Scholar
- Corporate effects and dynamic managerial capabilities. Strategic Management J. (2003) 24(10):1011–1025Crossref, Google Scholar
- Strategic renewal of organizations. Organ. Sci. (2009) 20(2):281–293Link, Google Scholar
- Cluster Analysis (1984) (Sage, Newbury Park, CA) Crossref, Google Scholar
- Towards a theory of consumer choice as sociohistorically shaped practical experience: The fits-like-a-globe (FLAG) framework. J. Consumer Res. (2002) 28(4):515–532Crossref, Google Scholar
- Knowledge transfer as a basis for competitive advantage in firms. Organ. Behav. Human Decision Processes (2000) 82(1):150–169Crossref, Google Scholar
- Dynamic capabilities and the role of managers in business strategy and economic performance. Organ. Sci. (2009) 20(2):410–421Link, Google Scholar
- Observing Interaction: An Introduction to Sequential Analysis (1997) (Cambridge University Press, New York) Crossref, Google Scholar
- Network learning: The effects of partners' heterogeneity of experience on corporate acquisitions. Admin. Sci. Quart. (2002) 47:92–124Crossref, Google Scholar
- Designs of the Times (2005) (RotoVision, Hove, UK) Google Scholar
- Career patterns of executive women in finance: An optimal matching analysis. Amer. J. Soc. (1999) 104(5):1346–1397Crossref, Google Scholar
- A process model of strategic business exit: Implications for an evolutionary perspective on strategy. Strategic Management J. (1996) 17(Summer):193–214Google Scholar
- Knowledge integration and dynamic organizational adaptation in family firms. Family Bus. Rev. (2008) 21(2):169–181Crossref, Google Scholar
- A coefficient of agreement of nominal scales. Ed. Psych. Measurement (1960) 20:37–46Crossref, Google Scholar
- Alessi (1999) (Carlton Books Limited, London, UK) Google Scholar
- Research note: How valuable are organizational capabilities? Strategic Management J. (1994) 15:143–152Crossref, Google Scholar
- A Behavioral Theory of the Firm (1963) (Oxford University Press, Oxford, UK) Google Scholar
- Databank Competitors plus. (2002) . Report on the Italian home furnishings industry, Databank, Milan, ItalyGoogle Scholar
- Dosi G., Nelson R. R., Winter S. G.The Nature and Dynamics of Organizational Capabilities (2000) (Oxford University Press, New York) Google Scholar
- A practice-centered model of organizational renewal through product innovation. Strategic Management J. (1992) 13:77–92Crossref, Google Scholar
- Disrupted routines: Team learning and new technology implementation in hospitals. Admin. Sci. Quart. (2001) 46:685–716Crossref, Google Scholar
- Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change. Organ. Sci. (2009) 20(2):461–477Link, Google Scholar
- Building theories from case study research. Acad. Management Rev. (1989) 14(4):532–550Crossref, Google Scholar
- Dynamic capabilities: What are they? Strategic Management J. (2000) 21(10–11):1105–1121Crossref, Google Scholar
- Organizational routines as a source of continuous change. Organ. Sci. (2000) 11(6):611–629Link, Google Scholar
- Strategic organization: A field in search of micro-foundations. Strategic Organ. (2005) 3(4):441–455Crossref, Google Scholar
- The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge. Acad. Management Rev. (2007) 32(1):195–218Crossref, Google Scholar
- Cognition and hierarchy: Rethinking the microfoundations of capabilities' development. Organ. Sci. (2005) 16(6):599–617Link, Google Scholar
- Learning from complexity: Effects of prior accidents and incidents on airline learning. Admin. Sci. Quart (2002) 47:609–643Crossref, Google Scholar
- , Helfat C. E. Stylized facts regarding the evolution of organizational resources and capabilities. The SMS Blackwell Handbook of Organizational Capabilities: Emergence, Development and Change (2003) (Blackwell Publishing, Malden, MA) 1–11Google Scholar
- The dynamic resource-based view: Capability lifecycles. Strategic Management J. (2003) 24(10):997–1010Crossref, Google Scholar
- Dynamic Capabilities. Understanding Strategic Change in Organizations (2007) (Blackwell Publishing, Oxford, UK.) Google Scholar
- The persistence of flexible organizational routines: The role of agency and organizational context. Organ. Sci. (2005) 16(6):618–636Link, Google Scholar
- Evolving interpretations as a change unfolds: How managers construe key organizational events. Acad. Management J. (1990) 33(1):7–41Crossref, Google Scholar
- Finding Groups in Data (1990) (John Wiley & Sons, New York) Crossref, Google Scholar
- Innovation and strategic renewal in mature markets: A study of the tennis racket industry. Organ. Sci. (2009) 20(2):368–383Link, Google Scholar
- Firm R & D behavior and evolving technology in established industries. Organ. Sci. (2009) 20(2):352–367Link, Google Scholar
- Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3:383–397Link, Google Scholar
- , Berkowitz L. Minding matters: The consequences of mindlessness-mindfulness. Advances in Experimental Social Psychology (1989) 22(Academic Press, New York) 137–173Google Scholar
- Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning. Organ. Sci. (2006) 17(4):502–513Link, Google Scholar
- Organizational learning. Annual Rev. Sociol. (1988) 14:319–340Crossref, Google Scholar
- , Hardy M., Bryman A. Sequence analysis and optimal matching techniques for social science data. Handbook of Data Analysis (2004) (Sage, Thousand Oaks, CA) 387–406Crossref, Google Scholar
- Qualitative Data Analysis (1994) 2nd ed.(Sage, Thousand Oaks, CA) Google Scholar
- Organizational improvisation and learning: A field study. Admin. Sci. Quart. (2001) 46(2):304–337Crossref, Google Scholar
- The structure of “unstructured” decision processes. Admin. Sci. Quart. (1976) 21(2):246–275Crossref, Google Scholar
- Evolutionary thought in management and organization theory at the beginning of the new millennium. J. Management Inquiry (2003) 12(1):22–40Crossref, Google Scholar
- Social capital, intellectual capital and the organizational advantage. Acad. Management Rev. (1998) 23(2):242–266Crossref, Google Scholar
- An Evolutionary Theory of Economic Change (1982) (Belknap Press, Cambridge, MA) Google Scholar
- Using technology and constituting structures: A practice lens for studying technology in organizations. Organ. Sci. (2000) 12(4):404–428Link, Google Scholar
- Sequential variety in work processes. Organ. Sci. (2003) 14(5):528–540Link, Google Scholar
- Knowledge integration and the locus of learning: An empirical analysis of process development. Strategic Management J. (1994) 15(Winter):85–100Crossref, Google Scholar
- Managing design and designers for strategic renewal. Long Range Planning (2005) 38:51–77Crossref, Google Scholar
- An empirical taxonomy of implementation processes based on sequences of events in information system development. Organ. Sci. (1993) 4(4):548–576Link, Google Scholar
- Creating value across generations in family-controlled businesses: The role of family social capital. Family Bus. Rev. (2008) 21(3):259–276Crossref, Google Scholar
- Time Warps, String Edits, and Macromolecules (1983) (Addison-Wesley, Reading, MA) Google Scholar
- How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management J. (2007) 28(9):913–933Crossref, Google Scholar
- Dynamic capabilities and strategic management. Strategic Management J. (1997) 18:509–533Crossref, Google Scholar
- Technology, identity, and inertia through the lens of “The Digital Photography Company”. Organ. Sci. (2009) 20(2):441–460Link, Google Scholar
- Longitudinal field research models for studying processes of organizational change. Organ. Sci. (1990) 1:213–219Link, Google Scholar
- Innovating through design. Harvard Bus. Rev. (2006) 84(12):114–122Google Scholar
- Managing the Unexpected (2001) (Jossey-Bass, San Francisco) Google Scholar
- Mindfulness and the quality of organizational attention. Organ. Sci. (2006) 17(4):514–524Link, Google Scholar
- Organizing for high reliability: Processes of collective mindfulness. Res. Organ. Behav (1999) 21:81–123Google Scholar
- Understanding dynamic capabilities. Strategic Management J. (2003) 24(10):991–995Crossref, Google Scholar
- Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. (2002) 13(3):339–51Link, Google Scholar

