In high-velocity environments such as high-tech industries, many firms engage in acquisitions aimed at getting access to new capabilities in order to create competitive advantage. Research on acquisitions, however, has shown that acquiring a firm is not always a successful strategy, since most acquisitions fail to meet expectations. Based on an exploratory case study, we argue that acquiring firms can enhance post-acquisition capability transfer by taking into account the cluster of routines that function as the micro-foundations of the capability in question. More specifically, we propose that such cluster of routines consists of smaller, highly interdependent, second-order Knowledge-Nurturing Routines (KNRs) such as knowledge development efforts, knowledge management tools and practices, and codification efforts, which are meant to facilitate the creation and modification of dynamic capabilities.