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A microfoundations approach to transnational capabilities: The role of knowledge search in an ever-changing world

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  • Shad Morris

    (Marriott School of Management, Brigham Young University, Provo, USA)

  • Ryan Hammond

    (SKK Graduate School of Business, Sungkyunkwan University, Seoul, South Korea)

  • Scott Snell

    (Darden School of Business, University of Virginia, Charlottesville, USA)

Abstract

Scholars seeking to understand the origin of dynamic capabilities have struggled to articulate specific capabilities and locate their source of variation within the firm. We propose that the transnational imperative and a microfoundations approach to knowledge search can help to develop this topic. Adopting an engaged scholarship approach, hypotheses are tested in a global consulting company. Counter to traditional capabilities arguments, we find that drawing from globally dispersed colleagues will more strongly impact local responsiveness than drawing from locals outside the company – though both may still be needed. Efficiency increases when teams draw upon codified knowledge but decreases when they draw upon embedded tacit knowledge. Finally, through continual learning teams can change and re-direct the composition of their responsiveness and efficiency activities in ways sensitive to an ever-changing world.

Suggested Citation

  • Shad Morris & Ryan Hammond & Scott Snell, 2014. "A microfoundations approach to transnational capabilities: The role of knowledge search in an ever-changing world," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 45(4), pages 405-427, May.
    • Handle: RePEc:pal:jintbs:v:45:y:2014:i:4:p:405-427
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