%0 Journal Article
%T Identifying and measuring dynamic capability using search routines
%A Don Goldstein
%A Rachel Hilliard
%J Strategic Organization
%@ 1741-315X
%D 2019
%R 10.1177/1476127018755001
%X Much attention has been paid to the theoretical and empirical difficulties of identifying dynamic capability, given that it is a latent construct that is difficult to observe. There is consensus that dynamic capability should be defined so as to distinguish the capability for change from the change achieved: it is the organisation¡¯s capacity to change its resource base. But operationalising this idea has proven difficult. We propose an empirical representation based on a modest theoretical extension: the accepted definition implies that dynamic capability is constituted in organic engagement with the operating resources it is intended to change. This extension allows us to represent dynamic capability using a widely recognised, observable underpinning of dynamic capability ¨C search routines. Using data on Irish manufacturers¡¯ efforts to adapt to a heightened environmental-regulation regime, we draw from environmental-management research and the evolutionary and behavioural theories of the firm to specify criteria for identifying, categorising and measuring search routines and using this to construct a dynamic capability measure. The contribution is to present a replicable, theory-based protocol for studying dynamic capability and its complex relationship with firm performance and evolutionary fitness
%K capabilities
%K dynamic capabilities
%K methodology
%K organisational routines
%K search routines
%U https://journals.sagepub.com/doi/full/10.1177/1476127018755001