A pressing management issue exists to understand how firms can develop dynamic capabilities (DC) through processes such as open innovation (OI). Our study aims to expand knowledge in this area by explicating the underlying mechanisms of OI that contribute to a firm's DC. Adopting a microfoundations perspective, we examined three separate new product development projects in a UK manufacturer over a period of two years. Our findings demonstrate that manufacturing firms can exploit technological and market-based knowledge resources during OI activities and we have developed a process model to reflect these findings. We were able to identify three underlying mechanisms of OI: realization, engagement, and appropriation, that contribute to the creation of firm resources and the firm's DC. Our study reveals that each mechanism links the process of OI to a firm's DC by sequentially and reciprocally altering the firm's abilities for sensing and seizing opportunities. This improved understanding of the microfoundations of OI enables us to explain how external knowledge search and the ensuing knowledge appropriation can correct misalignment between a firm's current capabilities and its future market opportunities, and, thus, enhance the firm's DC.

存在一个迫切的管理问题，以了解企业如何通过诸如开放式创新（OI）之类的流程来开发动态能力（DC）。我们的研究旨在通过阐明影响公司DC的OI的潜在机制来扩展该领域的知识。从微观基础的角度出发，我们在两年的时间里检查了一家英国制造商的三个单独的新产品开发项目。我们的发现表明，制造公司可以在OI活动期间利用技术和基于市场的知识资源，并且我们已经开发了一种过程模型来反映这些发现。我们能够确定OI的三种基本机制：实现，参与和挪用，这些机制有助于创建公司资源和公司DC。我们的研究表明，每种机制通过顺序地和相互地改变公司感知和抓住机会的能力，将OI的过程与公司的DC联系起来。对OI微观基础的这种更好的理解使我们能够解释外部知识搜索和随之而来的知识占用如何能够纠正公司当前能力与未来市场机会之间的错位，从而增强公司的DC。