- Oxford Library of Psychology
- The Oxford Handbook of Creativity, Innovation, and Entrepreneurship
- Oxford Library of Psychology
- About the Editors
- Introduction: Integrating Creativity, Innovation, and Entrepreneurship to Enhance the Organization’s Capability to Navigate in the New Competitive Landscape
- Leadership and Creativity: The Mechanism Perspective
- Empowerment and Employee Creativity: A Cross-Level Integrative Model
- Rewards’ Relationship to Creativity, Innovation, and Entrepreneurship
- Entrepreneurial Creativity: The Role of Learning Processes and Work Environment Supports
- An Identity Perspective on Creative Action in Organizations
- Psychological Bricolage: Integrating Social Identities to Produce Creative Solutions
- The Role of Antagonism in the Identities of Professional Artistic Workers
- Play, Flow, and Timelessness
- The Mood and Creativity Puzzle
- Does Passion Fuel Entrepreneurship and Job Creativity?: A Review and Preview of Passion Research
- Creativity in Teams: A Key Building Block for Innovation and Entrepreneurship
- Social Networks, Creativity, and Entrepreneurship
- A Cross-Level Perspective on Creativity at Work: Person-in-Situation Interactions
- Ethics and Creativity
- A Cross-Cultural Analysis of Creativity
- Is All Creativity Created Equal?: Exploring Differences in the Creativity Processes Across the Creativity Types
- Organizing Creativity: Lessons From the Eureka! Ranch Experience
- Business Innovation Processes
- Innovating Without Information Constraints: Organizations, Communities, and Innovation When Information Costs Approach Zero
- Product-to-Platform Transitions: Organizational Identity Implications
- Business Model Innovation: Toward a Process Perspective
- Institutional Innovation: Novel, Useful, and Legitimate
- Dynamic Managerial Capabilities: A Perspective on the Relationship Between Managers, Creativity, and Innovation in Organizations
- Prigogine’s Theory of the Dynamics of Far-From-Equilibrium Systems: Application to Strategic Entrepreneurship and Innovation in Organizational Evolution
- Why Aren’t Entrepreneurs More Creative?: Conditions Affecting Creativity and Innovation in Entrepreneurial Activity
- Entrepreneurship as Emergence
- Corporate Entrepreneurship: Accelerating Creativity and Innovation in Organizations
- Entrepreneurial Identity and Resource Acquisition: The Role of Venture Identification
- Socioemotional Wealth: An Obstacle or a Springboard to Creativity, Innovation, and Entrepreneurship in Family Firms?
Abstract and Keywords
Dynamic capabilities are an important means by which organizations alter the ways in which they make their living. Most definitions of dynamic capabilities characterize them as composed of routines. However, there are means by which organizations change the ways in which they pursue competitive advantage that do not fit well within the formal definitions of routines, yet go beyond what is considered ad hoc problem solving. These dynamic capabilities entail patterned behavior and are the subject of the nascent literature on dynamic managerial capabilities. This chapter describes the relationship among dynamic managerial capabilities, creativity, and innovation in firms.
Constance E. Helfat is the J. Brian Quinn Professor in Technology and Strategy at Dartmouth College.
Jeffrey Martin is Assistant Professor of Strategic Management at the University of Alabama.
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