The influence of managerial attention on the deployment of dynamic capability

a case study of Internet platform firms in China

Jing Zeng, David Mackay

Research output: Contribution to journalArticle

Abstract

We examine the interaction of processes of managerial attention and dynamic capabilities deployment, drawing on qualitative data from the development of two Internet platform companies—Alibaba and Tencent—over their first 15 years of existence. Informed by senior management interviews, we create a process model of the relationship between activities of managerial attention and dynamic capability deployment within context. We show how the focus of managerial attention on aspects of the organizational context leads to the deployment of specific dynamic capabilities. Further, we propose that a continuing focus of managerial attention to any aspect of the organization’s context gives rise to core dynamic capabilities—a set of continually deployed processes for changing the resource base in a way that corresponds with the strategic logic of the organization. We find that core dynamic capabilities are complemented by contingent dynamic capabilities—intermittently deployed strategic change processes that enable and enhance the use of core dynamic capabilities.
Original languageEnglish
Pages (from-to)1173-1192
Number of pages20
JournalIndustrial and Corporate Change
Volume28
Issue number5
Early online date28 Dec 2018
DOIs
Publication statusPublished - 31 Oct 2019

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China
Dynamic capabilities
World Wide Web
Process model
Organizational context
Change process
Qualitative data
Interaction
Senior management
Logic
Resources
Strategic change

Keywords

  • dynamic capability
  • attention based view
  • core dynamic capability
  • strategic management
  • Internet Platform Companies

Cite this

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abstract = "We examine the interaction of processes of managerial attention and dynamic capabilities deployment, drawing on qualitative data from the development of two Internet platform companies—Alibaba and Tencent—over their first 15 years of existence. Informed by senior management interviews, we create a process model of the relationship between activities of managerial attention and dynamic capability deployment within context. We show how the focus of managerial attention on aspects of the organizational context leads to the deployment of specific dynamic capabilities. Further, we propose that a continuing focus of managerial attention to any aspect of the organization’s context gives rise to core dynamic capabilities—a set of continually deployed processes for changing the resource base in a way that corresponds with the strategic logic of the organization. We find that core dynamic capabilities are complemented by contingent dynamic capabilities—intermittently deployed strategic change processes that enable and enhance the use of core dynamic capabilities.",
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