Unbalanced Dynamic Capabilities as Obstacles of Organisational Efficiency: Implementation Issues in Innovative Technology Adoption

This paper draws on the dynamic capability framework in a healthcare context. It offers empirical experience of the sensing, seizing, and transforming capabilities acting in unbalanced configuration, potentially hindering organisational efficiency. Recent research is complemented by connecting three management roles to the dynamic capability framework. Lack of top management vision and co-ordination could lead to excessive autonomy of subunits, hindering knowledge and information transfer within the organisation. The findings also identify an organisational paradox that puts undue pressure on units to be dually flexible and consistent, thus pushing separation of content from process.

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