This article introduces the Special Issue and discusses the microfoundations of routines and capabilities, including why a microfoundations view is needed and how it may inform work on organizational and competitive heterogeneity. Building on extant research, we identify three primary categories of micro-level components underlying routines and capabilities: individuals, social processes, and structure. We discuss how these components, and their interactions, may affect routines and capabilities. In doing so, we outline a research agenda for advancing the field's understanding of the microfoundations of routines and capabilities. © 2012 The Authors. Journal of Management Studies

Aggregation, Micro-macro links, Microfoundations, Routines and capabilities
dx.doi.org/10.1111/j.1467-6486.2012.01052.x, hdl.handle.net/1765/37682
ERIM Top-Core Articles
Journal of Management Studies
Erasmus Research Institute of Management

Felin, T, Foss, N.J, Heimeriks, K.H, & Madsen, T.L. (2012). Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure. Journal of Management Studies, 49(8), 1351–1374. doi:10.1111/j.1467-6486.2012.01052.x