Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE ( © Oxford University Press, 2022. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 05 July 2022

Abstract and Keywords

Both ordinary and dynamic capabilities depend upon the deep smarts, i.e., business-critical, experience-based knowledge, held in the heads of an organization’s top talent. This chapter examines the links between individual and organizational capabilities and presents the theory and research on deep smarts. The six most universally found characteristics of this particular kind of expertise are: deep domain knowledge; pattern-recognition-based decision making; system perspective; context awareness; diagnostic acuity; and skilled networking. Such deep smarts, as illustrated through extensive examples of entrepreneurs, are operationalized differently in highly volatile environments than in relatively stable ones. Although deep smarts are based on experience, they are skills and abilities rather than static knowledge reservoirs. Therefore, they are particularly essential to dynamic capabilities and to innovation.

Keywords: Expertise, volatility, uncertainty, entrepreneur, learning, organizational adaptation, innovation, deep smarts

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.