Table 1From “Dynamic capabilities are routines, not magic”
Why must dynamic capabilities begin with concrete organizational processes?
Table 1Why must dynamic capabilities begin with concrete organizational processes?
| Process field | Diagnostic question |
|---|---|
| Trigger | What signal or problem starts the process? |
| Actors | Which roles make, challenge, and execute the decision? |
| Sequence | Which steps happen, and in what order? |
| Recombination | Which resources, relationships, or knowledge are rearranged? |
| Feedback | What evidence changes the next iteration? |
| Boundary | In which market and operating conditions is the routine expected to hold? |
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Source: Table from this essay. Sources and interpretation are given in the article.

From the essay
Growth that compounds
Dynamic capabilities are routines, not magic
Dynamic capabilities are identifiable processes, not a synonym for success: test routines, path dependence, and market velocity first.
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