Deconstructing dynamic capabilities: The role of cognitive and organizational routines in the innovation process

Gajendran, T; Brewer, G; Gudergan, S; Sankaran, S

Deconstructing dynamic capabilities: The role of cognitive and organizational routines in the innovation process

Gajendran, T Brewer, G Gudergan, S Sankaran, S

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Publication Type:: Journal Article
Citation:: Construction Management and Economics, 2014, 32 (3), pp. 246 - 261
Issue Date:: 2014-01-01

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Field	Value	Language
dc.contributor.author	Gajendran, T	en_US
dc.contributor.author	Brewer, G	en_US
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date.issued	2014-01-01	en_US
dc.identifier.citation	Construction Management and Economics, 2014, 32 (3), pp. 246 - 261	en_US
dc.identifier.issn	0144-6193	en_US
dc.identifier.uri	http://hdl.handle.net/10453/32708
dc.description.abstract	A better understanding of innovation processes might lead to productivity improvements. By focusing on a specific, economically relevant sector (construction) and on a specific type of firm (small to medium-sized enterprises, SMEs), the dynamic capabilities framework is extended by clarifying the roles of cognitive and organizational routines in organizational innovation processes. Insights generated from an in-depth case study of a medium-sized construction firm reveal that dynamic capabilities might diminish the relevance of an explicit innovation focus, because such capabilities have the potential to trigger emergent, incremental innovations. Accordingly, for construction SMEs, a development, rather than research, mode of innovation appears relatively more critical, as manifested in conscious cognitive routines and functional/integrative organizational routines. © 2013 Taylor & Francis.	en_US
dc.relation.ispartof	Construction Management and Economics	en_US
dc.relation.isbasedon	10.1080/01446193.2013.845306	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	Deconstructing dynamic capabilities: The role of cognitive and organizational routines in the innovation process	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	32	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
utslib.for	09 Engineering	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	14 Economics	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	32	en_US

Abstract:

A better understanding of innovation processes might lead to productivity improvements. By focusing on a specific, economically relevant sector (construction) and on a specific type of firm (small to medium-sized enterprises, SMEs), the dynamic capabilities framework is extended by clarifying the roles of cognitive and organizational routines in organizational innovation processes. Insights generated from an in-depth case study of a medium-sized construction firm reveal that dynamic capabilities might diminish the relevance of an explicit innovation focus, because such capabilities have the potential to trigger emergent, incremental innovations. Accordingly, for construction SMEs, a development, rather than research, mode of innovation appears relatively more critical, as manifested in conscious cognitive routines and functional/integrative organizational routines. © 2013 Taylor & Francis.

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http://hdl.handle.net/10453/32708