Microfoundations of innovation capability creation in organizations: the role of learning, cognition, and routine

Abstract

Scholars and managers have discussed the best ways to create organizational capabilities. This study engages in this discussion by examining the microfoundations of innovation capability creation through routine, cognition, and learning. The research consists of a systematic literature review on the issue and a multiple case study. The review analyzed 18 articles published between 2013 and 2022, identified through a search on the Web of Science and Scopus databases. The multiple case study was prepared with data from five science-based startups, collected through 14 interviews with their founders and managing partners. The systematic review of literature allowed us to identify the microfoundations of learning, cognition, and routine, establishing an organized view of the process of innovation capability creation and offering contributions to both the literature and practice. This study contributes to the discussion on innovation capability creation by clarifying which microfoundations are essential in this process, providing scholars with a useful framework, and offering practitioners a clear view of three microfoundations that support decision-makers interested in the issue. Furthermore, the research presents a set of microfoundations that reflect how technology-based companies create capabilities.

 

Keywords: Strategy; Microfoundation; Innovation capability creation.