This paper draws on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability. Dynamic capabilities enable business enterprises to create, deploy, and protect the intangible assets that support superior long- run business performance. The microfoundations of dynamic capabilities—the distinct skills, processes, procedures, organizational structures, decision rules, and disciplines—which undergird enterprise-level sensing, seizing, and reconfiguring capacities are difficult to develop and deploy. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems, but also shape them through innovation and through collaboration with other enterprises, entities, and institutions. The framework advanced can help scholars understand the foundations of long-run enterprise success while helping managers delineate relevant strategic considerations and the priorities they must adopt to enhance enterprise performance and escape the zero profit tendency associated with operating in markets open to global competition. Copyright  2007 John Wiley & Sons, Ltd.

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Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance

Our task is to adopt a multidisciplinary view
of trust within and between firms, in an effort to
synthesize and give insight into a fundamental
construct of organizational science. We seek to
identify the shared understandings of trust
across disciplines, while recognizing that the
divergent meanings scholars bring to the study
of trust also can add value.

Not So Different After All: A Cross-Discipline View Of Trust

Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of ...

https://www.jstor.org/stable/pdfplus/1251757.pdf

The Effect of a Market Orientation on Business Profitability

The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

A meta-analysis of the relationships between organizational innovation and 13 of its potential determinants resulted in statistically significant associations for specialization, functional differe...

https://www.jstor.org/stable/pdf/256406.pdf

Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators

Organizational Strategy, Structure, and Process.

Organizational adaptation is a topic that has received only limited and fragmented theoretical treatment. Any attempt to examine organizational adaptation is difficult, since the process is highly complex and changeable. The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies. The framework is based on interpretation of existing literature and continuing studies in four industries (college textbook publishing, electronics, food processing, and health care).

http://lib.cufe.edu.cn/upload_files/other/4_20140522032044_Organizational_strategy__structure__and_process.pdf

Organizational Strategy, Structure, and Process

Following a decade of declining productivity and failed organizations, many U.S. companies in the eighties have been forced to rethink their competitive approaches. This search is producing a new organizational form—a unique combination of strategy, structure, and management processes that the authors refer to as the "dynamic network." This new form is forcing the development of new concepts and language and provides new insights into the workings of existing strategies and structures. In the future, many organizations will be designed using concepts such as vertical disaggregation, internal and external brokering, full-disclosure information systems, and market substitutes for administrative mechanisms. This article describes where and how rapidly the dynamic network form will emerge and discusses its implications for strategists, organization designers, and policymakers.

Raymond E. Miles

Papers

Organizational Strategy, Structure, and Process.

Organizational Strategy, Structure, and Process

Organizations: new concepts for new forms

Organizations: New Concepts for New Forms

Organizational strategy, structure, and process