TY - JOUR
T1 - Dynamic managerial capabilities in micro-Enterprises
T2 - Stability, Vulnerability and the role of managerial time allocation
AU - Kevill, Alex
AU - Trehan, Kiran
AU - Harrington, Shelley
AU - Kars-Unluoglu, Selen
N1 - Funding Information:
The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This work was supported by doctoral research funding provided to the lead author by the Economic and Social Research Council.
Publisher Copyright:
© The Author(s) 2020.
Copyright:
Copyright 2021 Elsevier B.V., All rights reserved.
PY - 2021/9/1
Y1 - 2021/9/1
N2 - This article analyses how dynamic capabilities are enacted in micro-enterprises and what role different parties and managerial time allocation play in this enactment. Drawing upon three indepth case studies of micro-enterprises, we make three theoretical contributions. First, after arguing that micro-enterprises are likely to enact individual- or group-level dynamic managerial capabilities rather than organisation-level dynamic capabilities, we counter Teece’s warnings about the vulnerable nature of dynamic managerial capabilities. Second, we identify that how managers allocate their own time, is a core micro-foundation of dynamic managerial capabilities; we illustrate that failure to allocate time to capability enactment can lead to capability vulnerability. Finally, we introduce the notion of ‘self-damaging dynamic managerial capabilities’ – these being capabilities that damage established micro-foundations.
AB - This article analyses how dynamic capabilities are enacted in micro-enterprises and what role different parties and managerial time allocation play in this enactment. Drawing upon three indepth case studies of micro-enterprises, we make three theoretical contributions. First, after arguing that micro-enterprises are likely to enact individual- or group-level dynamic managerial capabilities rather than organisation-level dynamic capabilities, we counter Teece’s warnings about the vulnerable nature of dynamic managerial capabilities. Second, we identify that how managers allocate their own time, is a core micro-foundation of dynamic managerial capabilities; we illustrate that failure to allocate time to capability enactment can lead to capability vulnerability. Finally, we introduce the notion of ‘self-damaging dynamic managerial capabilities’ – these being capabilities that damage established micro-foundations.
KW - Dynamic capabilities
KW - Dynamic managerial capabilities
KW - Micro-enterprises
KW - Owner-manager
KW - Managerial time allocation
UR - http://www.scopus.com/inward/record.url?scp=85096827261&partnerID=8YFLogxK
U2 - 10.1177/0266242620970473
DO - 10.1177/0266242620970473
M3 - Article
VL - 39
SP - 507
EP - 531
JO - International Small Business Journal
JF - International Small Business Journal
SN - 0266-2426
IS - 6
ER -
