Aspects of Management Roles and Dynamic Capability

Drawing on the dynamic capability theory perspective, we complement recent research by examining three organisational management roles (top, local, and ad hoc) and the dynamic capability framework in a healthcare empirical context. In particular, we apply a bottom–up perspective when viewing management in local units, which adds to existing research into dynamic capability, which normally takes a top managerial perspective. We bring new knowledge of the sensing, seizing, and transforming capabilities and of how, in an unbalanced configuration, they could hinder optimal performance in terms of organisational efficiency during organisational change. The purpose of the paper is to categorise dynamic capability in technology innovation implementations from the perspectives of different management roles.