On micro-foundations of dynamic capabilities: A multi-level perspective based on CEO personality and knowledge-based capital |
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Authors: | David Bendig Steffen Strese Tessa C. Flatten Maika Eva Susanne da Costa Malte Brettel |
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Affiliation: | 1. RWTH Aachen University, Kackertstr. 7, 52072 Aachen, Germany;2. Technical University of Dortmund, Vogelpothsweg 87, 44227 Dortmund, Germany |
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Abstract: | In recent years, researchers have asked why some firms are better than others at developing dynamic capabilities. The existing literature assesses micro-foundations separately, either on the managerial or on the organizational level. This study aims to provide a more holistic picture on the antecedents of dynamic capabilities by integrating managerial and organizational micro-foundations. Specifically, we posit that the personality of Chief Executive Officers (CEOs), manifested through their core self-evaluation (CSE), represents an individual-level micro-foundation which influences three types of a firm's knowledge-based capital—human, social, and organizational capital. We also argue that these three, in turn, are organization-level micro-foundations that ultimately enable the development of a firm's dynamic capabilities. We test our multi-level framework using data from 307 German CEOs, and confirm that CEO CSE is positively related with all three forms of knowledge-based capital. We further find that human capital and organizational capital mediate the relationship between a CEO's CSE and a firm's dynamic capabilities. Our research contributes by extending a central framework of the micro-foundations project (the bathtub model) that integrates the upper echelons perspective into a multi-level analysis. We empirically validate this model and advance the understanding of how firm leaders indirectly influence firm dynamic capabilities by shaping individual learning conditions. |
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Keywords: | Dynamic capabilities Microfoundations Human capital Social capital Organizational capital Upper echelons |
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