{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,1]],"date-time":"2026-04-01T07:24:49Z","timestamp":1775028289475,"version":"3.50.1"},"reference-count":77,"publisher":"MDPI AG","issue":"3","license":[{"start":{"date-parts":[[2023,3,13]],"date-time":"2023-03-13T00:00:00Z","timestamp":1678665600000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"funder":[{"DOI":"10.13039\/501100001871","name":"National Funds of the FCT\u2014Portuguese Foundation for Science and Technology","doi-asserted-by":"publisher","award":["UIDB\/03182\/2020"],"award-info":[{"award-number":["UIDB\/03182\/2020"]}],"id":[{"id":"10.13039\/501100001871","id-type":"DOI","asserted-by":"publisher"}]}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Administrative Sciences"],"abstract":"<jats:p>Dynamic Capabilities are predominantly conceptualised as being based on routine, stable patterns of behaviour. This is paradoxical with their intended purpose to elicit change in firms\u2019 resource base and operational capabilities that allows them to face highly dynamic environments. I contribute to resolve this paradox by bringing the concept of duality to the Dynamic Capabilities debate. In particular, I argue that the view of Dynamic Capabilities as routines stems from the misconception that reliable outcomes can be attained only through stable mechanisms. Drawing on the literature on routine dynamics and on improvisation, as well as the empirical evidence of previous research, I propose a duality model that conceives Dynamic Capabilities as based both on routines and on improvisation. This duality perspective highlights the interdependence and complementarity between predictable stable routines and extemporaneous improvised actions that are both necessary to reliably achieve the (often radical) change needed to compete in highly dynamic environments. Rather than dealing with stable routines and improvisation as a trade-off, organisations must dynamically strive for the right balance, managing them concurrently and synergistically.<\/jats:p>","DOI":"10.3390\/admsci13030084","type":"journal-article","created":{"date-parts":[[2023,3,13]],"date-time":"2023-03-13T06:52:13Z","timestamp":1678690333000},"page":"84","update-policy":"https:\/\/doi.org\/10.3390\/mdpi_crossmark_policy","source":"Crossref","is-referenced-by-count":11,"title":["A Duality Model of Dynamic Capabilities: Combining Routines and Improvisation"],"prefix":"10.3390","volume":"13","author":[{"ORCID":"https:\/\/orcid.org\/0000-0001-8859-9959","authenticated-orcid":false,"given":"Ana","family":"Carvalho","sequence":"first","affiliation":[{"name":"School of Economics and Management, and NIPE, University of Minho, 4710-057 Braga, Portugal"}]}],"member":"1968","published-online":{"date-parts":[[2023,3,13]]},"reference":[{"key":"ref_1","doi-asserted-by":"crossref","first-page":"29","DOI":"10.1111\/j.1468-2370.2008.00251.x","article-title":"What are dynamic capabilities and are they a useful construct in strategic management","volume":"11","author":"Ambrosini","year":"2009","journal-title":"International Journal of Management Reviews"},{"key":"ref_2","doi-asserted-by":"crossref","first-page":"S9","DOI":"10.1111\/j.1467-8551.2008.00610.x","article-title":"Dynamic Capabilities: An Exploration of How Firms Renew their Resource Base","volume":"20","author":"Ambrosini","year":"2009","journal-title":"British Journal of Management"},{"key":"ref_3","doi-asserted-by":"crossref","first-page":"554","DOI":"10.1016\/j.jbusres.2018.05.011","article-title":"Learning in an agile setting: A multilevel research study on the evolution of organizational routines","volume":"110","author":"Annosi","year":"2020","journal-title":"Journal of Business Research"},{"key":"ref_4","doi-asserted-by":"crossref","first-page":"474","DOI":"10.1177\/0001839214537811","article-title":"Functions of Dysfunction: Managing the Dynamics of an Organisational Duality in a Natural Food Cooperative","volume":"59","author":"Ashforth","year":"2014","journal-title":"Administrative Science Quarterly"},{"key":"ref_5","doi-asserted-by":"crossref","first-page":"255","DOI":"10.1016\/S0048-7333(02)00099-9","article-title":"Improvising firms: Bricolage, account giving and improvisational competencies in the founding process","volume":"32","author":"Baker","year":"2003","journal-title":"Research Policy"},{"key":"ref_6","doi-asserted-by":"crossref","first-page":"256","DOI":"10.1177\/0149206309350776","article-title":"Dynamic capabilities: A review of past research and an agenda for the future","volume":"36","author":"Barreto","year":"2010","journal-title":"Journal of Management"},{"key":"ref_7","doi-asserted-by":"crossref","first-page":"406","DOI":"10.1111\/1467-8551.12143","article-title":"Improvising Prescription: Evidence from the Emergency Room","volume":"27","author":"Batista","year":"2016","journal-title":"British Journal of Management"},{"key":"ref_8","doi-asserted-by":"crossref","first-page":"643","DOI":"10.1093\/icc\/dth026","article-title":"Organisational routines: A review of the literature","volume":"13","author":"Becker","year":"2004","journal-title":"Industrial and Corporate Change"},{"key":"ref_9","doi-asserted-by":"crossref","first-page":"350","DOI":"10.1016\/j.lrp.2018.03.006","article-title":"The role of ostensive and performative routine aspects in dynamic capability deployment at different organisational levels","volume":"52","author":"Biesenthal","year":"2019","journal-title":"Long Range Planning"},{"key":"ref_10","doi-asserted-by":"crossref","first-page":"1281","DOI":"10.2307\/3069401","article-title":"The incident command system: High-reliability organizing for complex and volatile task environments","volume":"44","author":"Bigley","year":"2001","journal-title":"Academy of Management Journal"},{"key":"ref_11","doi-asserted-by":"crossref","first-page":"27","DOI":"10.1002\/sej.1","article-title":"What makes a process a capability? 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