| dc.description.abstract | Dynamic capabilities (DC) approach has been receiving massive attention from researchers, addressing theoretical and empirical studies. Nevertheless, some gaps still remain, in particular concerning its visibility and operationalization in practical field. The dissertation has the purpose of analysing the contribution of Practice Based Learning to Dynamic Capabilities development, in the context of health care organizations. In order to achieve the objective, we develop an interpretative case study, which was held in a Brazilian hospital. We collected data by interviews, focus groups, shadowing and conjoint analysis. The study was operationalized in three stages, using different techniques: 19 interviews, 2 focus groups, shadowing with 4 participants and Conjoint analysis with 15 participants. An exploratory qualitative study was developed (first stage), in order to analyze the multiplicity of practices and learning processes; an analytical qualitative study (second stage), in order to summarize and to validate the main results; and, a descriptive quantitative study (third stage), in order to describe the phenomenon in a realistic context. To make the research possible we draw up the strategic practices and microprocesses, so that the managers would be allowed to identify prioritary capabilities and processes to invest. It was found that the more relevant dynamic capabilities, in the context of this dissertation, are Quality and safety, Adverse Events prevention and Learning. In addition, the dimension Quality and safety was found to be the most important for the participants. Some of the organizational microprocesses, that arose from research stages, were re-aligned as the main elements to develop DC. The core argument of this dissertation, portrayed in a framework, is that the microprocesses, originated from knowing in practice, are the main elements to the DC development and visibility and enact a new lens, that allow to understand the DC microfoundations. Howewer, this logic and arguments make sense only in organizations whose practices are strategic, and are perceived by the clients, and specifically, in the case of this study, in a hospital surgical unit. | en |
