Dynamic managerial capabilities in micro-Enterprises: Stability, Vulnerability and the role of managerial time allocation

Alex Kevill, Kiran Trehan, Shelley Harrington, Selen Kars-Unluoglu

Research output: Contribution to journalArticlepeer-review

1 Citation (Scopus)

Abstract

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.
Original languageEnglish
Pages (from-to)507-531
Number of pages25
JournalInternational Small Business Journal
Volume39
Issue number6
Early online date28 Nov 2020
DOIs
Publication statusPublished - 1 Sep 2021

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