Management Research: Organisational Capabilities - Structure of a Capability

<p>Welcome to the next episode of my podcast!</p> <p>Today we talk about how to measure a capability. Before we dive into the measurement topic, we need to understand the structure of a capability, e.g. what exactly we are going to measure. </p> <p>My approach is based on evolutionary logic: the notion by Teece (2007) to approach a dynamic capability using the sensing, seizing, and reconfiguration capacities holds for all other capabilities. Each organisational capability is triggered by something an, thus, requires sensing to notice this trigger. Then, a decision is made, i.e. the seizing capacity is engaged. Finally, the decision has to be implemented, or, put differently, a firm need to reconfigure its resources using its reconfiguration capacity. Would you agree with this logic? Leave your thought in the comments section below!</p> <p> </p> <p>Best</p> <p>Eugene (Yevgen)</p> <p> </p> <p>PS. Errata: In the episode, I say that a dynamic capability belongs to the class of organisational capabilities and that is why the features of a DC are transferable to any other organisational capability. You have probably noticed the logical fallacy: the opposite is true - the features of the class are transferable to the sub-category. Yet, the overall statement holds - as any organisational capability underlies the evolutionary logic (at least according to some of the conceptualisation of organisational capabilities), the notion of stimulus-response will hold for DC too.</p>