Abstract:
This article focuses on how managers sense and seize opportunities for learning and developing dynamic capabilities in
organisations. An approach of building process theory from cases traces learning events in the technological innovation
approaches of three securities custodians facing an increasingly dynamic market. The article extends and elaborates the
dynamic capability learning framework (Lecler, 2013) which proposes that managers recognise learning opportunities
through two types of learning, expert and entrepreneurial, with variants for technological and organisational problem
solving. The concept of entrepreneurial learning is further elaborated to help explain differences in the learning patterns
found. Distinctive characteristics of the two types of learning are proposed pertaining to opportunity recognition and
realisation, and the problem solving strategy. The framework helps to analyse data in terms of four learning patterns:
expert honing and aligning, and entrepreneurial shaping and configuring. Further, entrepreneurial learning is suggested to
facilitate dynamic capability development in a highly dynamic environment.
