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