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The complementarity of the Dynamic Capacities microfoundations and the Strategy as Practice approach

Author

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  • Noura Zaghmouri

    (URCA - Université de Reims Champagne-Ardenne, REGARDS - Recherches en Economie Gestion Agroressources Durabilité et Santé - CRIEG - Centre de Recherche Interdisciplinaire Economie Gestion - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne)

Abstract

This research aims to investigate the theoretical integration of two strategic frameworks: dynamic capability microfoundations and the strategy-as-practice approach. Dynamic capability microfoundations emphasize the processes of resource reconfiguration at the organizational level. In contrast, the strategy-as-practice approach concentrates on emerging social practices within the field, characterized by a strategic and adaptive orientation. Although the complementarity of these two approaches has been explored in academic literature, their empirical applicability remains to be elucidated. The research question posed is: what is the empirical articulation of combining microfoundations of dynamic capabilities with the strategy-as-practice approach? A case study was conducted in a French public hospital. The findings indicate reconfigurations driven by collective resource management and supported by established social ties. The complementary nature of the approaches is articulated around a social dimension that underpins practices within a strategic perspective.

Suggested Citation

  • Noura Zaghmouri, 2025. "The complementarity of the Dynamic Capacities microfoundations and the Strategy as Practice approach," Post-Print hal-05099349, HAL.
    • Handle: RePEc:hal:journl:hal-05099349
    as

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