Incumbents’ responses to changes of core technologies are well-known mechanisms of capability reconfiguration, but the problem of capability rigidity that hampers reconfiguration has remained largely unpacked. Combining the extant capability reconfiguration theory and Selznick’s sociological view on social structure of relations, we develop a taxonomy of how capability reconfiguration motivated by economic rationale aligns with the interdependent managerial roles, organizational identity, and distribution of power. The taxonomy explains capability reconfiguration as social accomplishment by pinpointing variations among rigidities under conditions of dynamic equilibrium and disequilibrium. Implications for capability research on microfoundations are discussed. The study provides managers with an extended conceptual basis to diagnose their firms’ responses to technological change and discontinuities.