Behavioural strategy and deep foundations of dynamic capabilities - Using psychodynamic concepts to better deal with uncertainty and paradoxical choices in strategic management

Using the psychodynamic lens in the field of behavioural strategy presents a new and fairly neglected avenue for exploring the more unconscious, 'deep foundations' of dynamic capabilities resting on the strategizing manager, the top decision-making team, and the implementing organisation. The three generic dynamic capabilities developed by Teece et al. (1997) and Teece (2007), sensing, seizing and reconfiguring, provide a framework for developing a process-oriented perspective for creating corporate strategy, so that the foundations of dynamic capabilities can be reworked and complemented within this framework. This will also enable the operationalisation of success factors for dynamic capabilities from a psychodynamic perspective and creates opportunities for future research.