Purpose – This paper seeks to apply the dynamic capability framework to explore why store managers within the same chain of restaurants perform differently. Specifically, this paper argues that knowledge resources and learning mechanisms are critical to the development of dynamic capabilities....

Purpose The purpose of this paper is to study the process in which dynamic capabilities renewed operational capabilities to sustain competitive advantage in management consulting firms of Iran during a period of drastic environmental changes. Design/methodology/approach Using a grounded theory...

Purpose – The purpose of this paper is to examine the effects of intellectual capital (human, social and organizational capital) on dynamic capabilities (learning, integration, reconfiguration and alliance management). Design/methodology/approach – A methodical review of relevant literature...

Purpose The purpose of this paper is to discuss the process of entrepreneurial growth from the perspective of the resource-based view (RBV) of the firm and transaction cost theory (TCT) and to formulate propositions regarding the entrepreneurs’ decisional rules and structural elements in this...

Purpose The purpose of this paper is to make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek to...

Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing about organizational longevity are described and the content of the special issue is related to a theoretical perspective...

Discusses the process of imitation using the vocabulary of translation, taking as an example the temporary organization Stockholm – Cultural Capital of Europe 1998. Describes the process of change in an organizational order that can be characterized as (con)temporary. The description reveals...

Just what is the “self”, the core identity of an organization whose longevity we might want to study? What is it that persists, that has the longevity we are trying to explain? This essay is a reflection on the answers to these questions.

Complementing prior research by Staw et al. (“Threat‐rigidity effects in organizational behavior: a multilevel analysis”, Administrative Science Quarterly, Vol. 26 No. 4, 1981, pp. 501‐24), the authors develop a new conceptual model of organizational change, “autogenic crisis”. The...