Microfoundations in strategy research

The basic motivation for the microfoundations research agenda in strategy has been to decompose macro-level constructs in terms of the actions and interactions of lower level organizational members, understand how firm-lev el performance emerge from the interaction of these members, and how relations between macro variables are mediated by micro actions and interactions (see Felin, Foss & Ployhart , 2015). Specifically, microfoundation research has focused on anchoring higher-level concepts like dynamic capabilities, routines and social capital on lower levels. Typical questions rais ed concern understanding dynamic capabilities in terms of managerial cognition, the motivational antecedents of human capital-based competitive advantage, how individual action and interaction constitute the capabilities that drive performance, how routines emerge from such individual action and interaction, etc.