Exploring microfoundations of dynamic capabilities – challenges, barriers and enablers of organizational change

Abstract

PurposeThe purpose of this study is to identify factors affecting an organization’s dynamic capability and, consequently, its ability to manage organizational change.Design/methodology/approachA single case study was conducted to provide a deeper understanding of the situation that the case company experienced during a specific phase of reconfiguration. Data were collected through nine in-depth, semi-structured interviews and analyzed using the Gioia methodology.FindingsChallenges, barriers and enablers affecting the organization's dynamic capability in the reconfiguration phase were identified.Originality/valueThis study contributes to the theory of dynamic capabilities and to the current investigatory stream regarding microfoundations by presenting practical examples of challenges, barriers and enablers that affect an organization’s ability to succeed during an organizational reconfiguration. These examples are intended to aid in discussions on microfoundations of dynamic capabilities and their impact in practice.