This article analyses how dynamic capabilities are enacted in micro-enterprises and what role different parties and managerial time allocation play in this enactment. Drawing upon three in-depth case studies of micro-enterprises, we make three theoretical contributions. First, after arguing that micro-enterprises are likely to enact individual- or group-level dynamic managerial capabilities rather than organisation-level dynamic capabilities, we counter Teece’s warnings about the vulnerable nature of dynamic managerial capabilities. Second, we identify that how managers allocate their own time, is a core micro-foundation of dynamic managerial capabilities; we illustrate that failure to allocate time to capability enactment can lead to capability vulnerability. Finally, we introduce the notion of ‘self-damaging dynamic managerial capabilities’ – these being capabilities that damage established micro-foundations.

本文分析了微型企业中如何实现动态功能，以及不同方面和管理时间分配在此过程中扮演什么角色。通过对微型企业的三个深入案例研究，我们做出了三个理论贡献。首先，在争论了微型企业可能会制定个人或团队级别的动态管理功能而不是组织级别的动态管理功能之后，我们反对Teece关于动态管理功能的脆弱性的警告。其次，我们确定管理者如何分配自己的时间是动态管理能力的核心微观基础。我们说明，未能将时间分配给能力制定可能导致能力漏洞。最后，