Results of the reflexive thematic analysis
| Codes | Themes |
|---|---|
| DC definition; process view; processes, positions, and paths; path dependence; capability lifecycle; evolutionary mechanisms; longitudinal evolution; experience accumulation; organizational learning; capability accumulation; knowledge articulation; knowledge codification; historically embedded routines | Stability |
| Ordinary versus dynamic capabilities; routine versus non-routine; reconfiguration; continuous change; dynamic learning; learning by experimenting; iteration; continuous morphing; temporary advantage; ad hoc problem-solving boundary; flexible recombination; rapid experimentation | Flexibility |
| Sensing, seizing, and reconfiguring; capability hierarchy; multidimensional construct; capability development; capability transformation; regenerative capabilities; incremental and renewing DCs; market-knowledge processes; knowledge creation, integration, and deployment; product development learning; portfolio planning; operational linkage | Organizational mechanisms |
| Dynamic managerial capabilities; managerial role; managerial agency; entrepreneurial action; entrepreneurial management; managerial cognition; sensemaking; creative search; strategic sensemaking; resource orchestration; business model redesign; top management; executive teams; intentional resource reconfiguration | Managerial agency |
| Microfoundations; cognitive microfoundations; social microfoundations; psychological foundations; emotional cognition; noncognitive capabilities; tacit sensitivities; predispositions; attention control; problem solving; emotion regulation; human capital; social capital; entrepreneurial cognition | Microfoundations |
| Performance contingencies; environmental dynamism; environmental moderation; competitive intensity; structure fit; environmental fit; inverted-U effects; nonlinear effects; context dependence; transferability limits; ordinary versus dynamic capability boundary; intermediate outcomes; capability effectiveness | Contingency |
| Theoretical integration; conceptual reconciliation; meta-framework; literature synthesis; architectural model; configurational fit; capability–strategy alignment; business model alignment; strategic alignment; value creation and capture; ecosystem complementarities; strategic orientations; antecedents, mechanisms, moderators, and outcomes | Architectural integration |
| DC debates; competing perspectives; theoretical fragmentation; critique of DCs; contingency integration; path-dependent enactment; routine dynamics; routine repurposing; relational interaction; negotiation; emotion regulation; broad restructuring versus targeted reconfiguration; codified routines losing effectiveness; unpredictable performance effects | Causal ambiguity |
| Environmental jolts; performance recovery; new product development capabilities; internationalization capabilities; international adaptation; selective capability deployment; lean routines; continuous adjustment; root-cause analysis; modularization; capability recombination; preservation of core routines; resource renewal | Adaptation |
| External-facing DCs; ecosystem leadership; ecosystem orchestration; open system orchestration; innovation ecosystem; network embeddedness; external reconfiguration; shared vision; ecosystem-specific investments; strategic use of history; history interpretation; future orientation; future making; scenario analysis; platform governance; innovation trajectory shaping | Shaping |
| Codes | Themes |
|---|---|
| Stability | |
| Ordinary versus dynamic capabilities; routine versus non-routine; reconfiguration; continuous change; dynamic learning; learning by experimenting; iteration; continuous morphing; temporary advantage; ad hoc problem-solving boundary; flexible recombination; rapid experimentation | Flexibility |
| Sensing, seizing, and reconfiguring; capability hierarchy; multidimensional construct; capability development; capability transformation; regenerative capabilities; incremental and renewing DCs; market-knowledge processes; knowledge creation, integration, and deployment; product development learning; portfolio planning; operational linkage | Organizational mechanisms |
| Dynamic managerial capabilities; managerial role; managerial agency; entrepreneurial action; entrepreneurial management; managerial cognition; sensemaking; creative search; strategic sensemaking; resource orchestration; business model redesign; top management; executive teams; intentional resource reconfiguration | Managerial agency |
| Microfoundations; cognitive microfoundations; social microfoundations; psychological foundations; emotional cognition; noncognitive capabilities; tacit sensitivities; predispositions; attention control; problem solving; emotion regulation; human capital; social capital; entrepreneurial cognition | Microfoundations |
| Performance contingencies; environmental dynamism; environmental moderation; competitive intensity; structure fit; environmental fit; inverted-U effects; nonlinear effects; context dependence; transferability limits; ordinary versus dynamic capability boundary; intermediate outcomes; capability effectiveness | Contingency |
| Theoretical integration; conceptual reconciliation; meta-framework; literature synthesis; architectural model; configurational fit; capability–strategy alignment; business model alignment; strategic alignment; value creation and capture; ecosystem complementarities; strategic orientations; antecedents, mechanisms, moderators, and outcomes | Architectural integration |
| Causal ambiguity | |
| Environmental jolts; performance recovery; new product development capabilities; internationalization capabilities; international adaptation; selective capability deployment; lean routines; continuous adjustment; root-cause analysis; modularization; capability recombination; preservation of core routines; resource renewal | Adaptation |
| External-facing DCs; ecosystem leadership; ecosystem orchestration; open system orchestration; innovation ecosystem; network embeddedness; external reconfiguration; shared vision; ecosystem-specific investments; strategic use of history; history interpretation; future orientation; future making; scenario analysis; platform governance; innovation trajectory shaping | Shaping |
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