Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector*

Amy L. Pablo · Trish Reay · James R. Dewald · Ann L Casebeer

383 citations0/0 files storedJournal of Management Studies

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Innovation and Knowledge Management Public Policy and Administration Research Organizational Learning and Leadership

Abstract

abstract In this paper, we examine how a public sector organization developed a new strategic approach based on the identification and use of an internal dynamic capability (learning through experimenting). In response to the need for continual performance improvement in spite of reduced financial resources, this organization engaged in three overlapping phases as they shifted to this strategic approach. First, managers identified appropriate latent dynamic capabilities. Next, they used their leadership skills and built on established levels of trust to enable the use of these dynamic capabilities. Finally, they managed the tension between unrestricted development of local initiatives and organizational needs for guidance and control.

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References

1991Firm Resources and Sustained Competitive Advantage 1968The Discovery of Grounded Theory: Strategies for Qualitative Research.2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.1991Exploration and Exploitation in Organizational Learning 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1996Toward a knowledge‐based theory of the firm

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2016The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach 2012Dynamic Capabilities in Public Organizations 2019Public value creation in digital government 2013Building Dynamic Capabilities of Adaptation and Innovation: A Study of Micro-Foundations in a Transition Economy 2012Advancing project and portfolio management research: Applying strategic management theories 2018

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