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We revisit the psychological underpinnings of Teece's (2007) framework of dynamic capabilities development in the light of advances in social cognitive neuroscience and neuroeconomics. We argue that dynamic capabilities are based on a blend of effortful forms of analysis and the skilled utilization of less deliberative, intuitive processes, which enables firms to harness managers' cognitive and emotional capacities.
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Hodgkinson et al. (2009) studied this question.
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