Building dynamic capabilities through organizational design

The present paper examines the nature of dynamic capabilities, how they unfold, and their origins at multiple levels of analysis through a qualitative investigation of twenty one case studies of firms operating in the video game industry. Our results show that the origins of dynamic capabilities are not only limited to learning and knowledge management activities but incorporate also different processes of organizational design. We explain how these processes by endowing a firm with a relevant structure and culture would allow the efficient accomplishment of different meta-activities of sensing, seizing and reconfiguring and ultimately the achievement of an internal evolutionary fitness.