Microfoundations are a hot topic in organizational studies. This paper clarifies what microfoundations are and are not, dispelling common misconceptions. It emphasizes that microfoundations are not just psychology or HR, but also involve social aggregation and emergence. The researchers argue that understanding how individual actions aggregate into larger organizational outcomes is crucial. They suggest that exploring this can lead to new research areas like behavioral strategy and multilevel human capital research. The paper highlights the importance of considering social aggregation in discussions of microfoundations and suggests avenues for future research on capabilities and competitive advantage.