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Using a dynamic capabilities lens, this study examines how technological and complementary capabilities affect firms' abilities to enter emerging technologies. The empirical evidence from a sample of pharmaceutical firms entering the new biotech fields indicates that both technological and complementary capabilities potentially affect firms' entry into emerging technologies and entry mode. However, the results also show that capabilities in the traditional technology and the emerging technology have different effects. Firms with capabilities in the emerging technology are more likely to enter new technological fields and more likely to use internal development in doing so. Complementary capabilities also increase the rate of entry into emerging technological fields. However, capabilities in traditional technology are found to be unrelated to the propensity to enter new fields, and to the choice of entry mode. These results are consistent with insights from the literature on dynamic capabilities and evolutionary theory. We examine the implications of these results for literatures on strategic alliances and technological competition.

In this paper we examine how a socially innovative solution to a complex social problem is able to overcome entrenched disadvantage and division and sustain itself within an existing institution. We explore how a rugby team in a high-security prison in Argentina has become an organizational response that substantially transformed prisoners' lives in and out of jail, allowing inmates to reclaim many critical aspects of their humanity and dramatically reducing recidivism. We examine rugby as an analogy for new models of behaviours and identities in the context of extreme disadvantage, and surface the specific emotional work required to make the analogy generative. The findings from our in-depth case study reveal three reinforcing mechanisms in the workings of an analogy – resonating, resignifying and collective generativity – and in doing so provide a novel crescive model of how analogies may sustain change emotionally, cognitively and behaviorally over time, and ultimately achieve positive transformational effects in extreme social contexts.

PurposeThis paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.Design/methodology/approachA mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.FindingsFindings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.Originality/valueThis study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.