Dynamic capabilities in institutionalized public services: managerial microfoundations and direct performance effects in English hospitals
基于127家英国医院的多受访者调查数据，研究动态管理能力如何通过动态组织能力影响医院绩效，发现集体领导力、社会资本和行动偏好是关键微观基础。
Why do some public service organizations outperform others despite the same institutional constraints? Drawing on dynamic capabilities theory, we examine how dynamic managerial capabilities (DMCs) enable dynamic organizational capabilities (DOCs) influencing performance in institutionalized contexts. Using multi-respondent survey data from 127 English hospitals, combined with independent performance ratings, we test these relationships using PLS-SEM. Findings show DMCs - collective leadership (human capital), internal and external social capital, and bias for action (managerial cognition) - strongly predict DOCs. In turn, DOCs directly affect evolutionary fitness performance. The study makes three contributions. First, it advances the microfoundations agenda by showing how managerial attributes aggregate into organizational adaptation. Second, it clarifies when direct versus mediated capability-performance models are appropriate by linking this to the evolutionary-technical fitness distinction. Third, it demonstrates hierarchical PLS-SEM for modeling multidimensional capabilities. For practice, results suggest investing in relational infrastructure, distributed leadership, risk-tolerant cultures, and stakeholder engagement to enhance adaptive performance.