Innovative capability development for entrepreneurship: A theoretical framework

Abstract

Purpose

The purpose of this paper is to integrate three streams of literature – organizational capabilities based in resource‐based view (RBV) and the team‐ and organization‐level innovation – to provide a theoretical framework of how firms invest in developing innovative capabilities for entrepreneurship and change management.

Design/methodology/approach

This is a conceptual paper based on the RBV and the team‐ and organization‐level innovation literatures.

Findings

Linking the three bodies of literature, two main models for developing innovative capabilities are proposed: organization and project team models. The “organization model” requires firms to invest at the organization level to generate the supporting organization‐level processes, i.e. communication routines, independent of when they organize for innovation, and the “project team model” calls for just‐in‐time investment as needed in the process of innovation. The paper discusses other potential models and provides directions for future research on this important and timely topic.

Originality/value

The paper expands the RBV of the firm by providing a theoretical framework of how firms develop the capabilities to mobilize and create knowledge for innovation as an entrepreneurial activity and for managing the changes in organizations.

Citation

Annique Un, C. and Montoro‐Sanchez, A. (2010), "Innovative capability development for entrepreneurship: A theoretical framework", Journal of Organizational Change Management, Vol. 23 No. 4, pp. 413-434. https://doi.org/10.1108/09534811011055403