This document presents a framework that connects the concept of dynamic capabilities to Miles and Snow's generic strategic model from 1978. It aims to clarify the concept of dynamic capabilities and propose an analytical framework. Dynamic capabilities refer to an organization's ability to adapt, integrate and reconfigure its internal and external resources and competencies in response to a changing environment. While dynamic capabilities have become an important area of strategic study, the literature remains confusing with overlapping definitions and contradictions. The proposed framework in this document analyzes how dynamic capabilities can generate sustainable competitive advantage and evolutionary fit based on the level of perceived environmental uncertainty.
Firm Resources and Sustained Competitive Advantage by Jay Barneychitwarnold
*Disclaimer on Copyright* The content of this document and all copyright belongs to the original Author (Jay Barney && Journal of Management) i merely did the world the favour of uploading a version of the original paper that is OCR readable in pdf with the ability to highlight. Due to the reformatting the page numbers are not aligned in the same cadence as the original document but every word and diagram checks out; enjoy
Due September 16thJobs and LaborPlease answer the followingAlyciaGold776
Due: September 16th
Jobs and Labor
Please answer the following questions:
Part One:
For many individuals, the nature of work and jobs is changing. Describe some reasons for the changes and how they are affecting HR management and organizations.
Part Two:
Managing Employee Turnover
Think about any HR experience you may have. Then, in your own words, write one or two paragraphs answering the following question: If you became a new manager at a restaurant with high employee turnover, what actions would you take to increase employee retention?
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in ...
Strategic Management Journal, Vol. 18:7, 509–533 (1997)
DYNAMIC CAPABILITIES AND STRATEGIC
MANAGEMENT
DAVID J. TEECE1*, GARY PISANO2 and AMY SHUEN3
1Haas School of Business, University of California, Berkeley, California, U.S.A.
2Graduate School of Business Administration, Harvard University, Boston, Massa-
chusetts, U.S.A.
3School of Business, San Jose State University, San Jose, California, U.S.A.
The dynamic capabilities framework analyzes the sources and methods of wealth creation and
capture by private enterprise firms operating in environments of rapid technological change.
The competitive advantage of firms is seen as resting on distinctive processes (ways of
coordinating and combining), shaped by the firm’s (specific) asset positions (such as the firm’s
portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution
path(s) it has adopted or inherited. The importance of path dependencies is amplified where
conditions of increasing returns exist. Whether and how a firm’s competitive advantage is
eroded depends on the stability of market demand, and the ease of replicability (expanding
internally) and imitatability (replication by competitors). If correct, the framework suggests
that private wealth creation in regimes of rapid technological change depends in large measure
on honing internal technological, organizational, and managerial processes inside the firm. In
short, identifying new opportunities and organizing effectively and efficiently to embrace them
are generally more fundamental to private wealth creation than is strategizing, if by strategizing
one means engaging in business conduct that keeps competitors off balance, raises rival’s
costs, and excludes new entrants. 1997 by John Wiley & Sons, Ltd.
INTRODUCTION respect to assisting in the understanding of how
and why certain firms build competitive advan-
tage in regimes of rapid change. Our approach isThe fundamental question in the field of strategic
management is how firms achieve and sustain especially relevant in a Schumpeterian world of
innovation-based competition, price/performancecompetitive advantage.1 We confront this question
here by developing the dynamic capabilities rivalry, increasing returns, and the ‘creative
destruction’ of existing competences. Theapproach, which endeavors to analyze the sources
of wealth creation and capture by firms. The approach endeavors to explain firm-level success
and failure. We are interested in both building adevelopment of this framework flows from a
recognition by the authors that strategic theory is better theory of firm performance, as well as
informing managerial practice.replete with analyses of firm-level strategies for
sustaining and safeguarding extant competitive In order to position our analysis in a manner
that displays similarities and differences withadvantage, but has performed less well with
existing approaches, we begin by briefly
reviewing accepted frameworks for strategi.
Firm Resources and Sustained Competitive Advantage by Jay Barneychitwarnold
*Disclaimer on Copyright* The content of this document and all copyright belongs to the original Author (Jay Barney && Journal of Management) i merely did the world the favour of uploading a version of the original paper that is OCR readable in pdf with the ability to highlight. Due to the reformatting the page numbers are not aligned in the same cadence as the original document but every word and diagram checks out; enjoy
Due September 16thJobs and LaborPlease answer the followingAlyciaGold776
Due: September 16th
Jobs and Labor
Please answer the following questions:
Part One:
For many individuals, the nature of work and jobs is changing. Describe some reasons for the changes and how they are affecting HR management and organizations.
Part Two:
Managing Employee Turnover
Think about any HR experience you may have. Then, in your own words, write one or two paragraphs answering the following question: If you became a new manager at a restaurant with high employee turnover, what actions would you take to increase employee retention?
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in ...
Strategic Management Journal, Vol. 18:7, 509–533 (1997)
DYNAMIC CAPABILITIES AND STRATEGIC
MANAGEMENT
DAVID J. TEECE1*, GARY PISANO2 and AMY SHUEN3
1Haas School of Business, University of California, Berkeley, California, U.S.A.
2Graduate School of Business Administration, Harvard University, Boston, Massa-
chusetts, U.S.A.
3School of Business, San Jose State University, San Jose, California, U.S.A.
The dynamic capabilities framework analyzes the sources and methods of wealth creation and
capture by private enterprise firms operating in environments of rapid technological change.
The competitive advantage of firms is seen as resting on distinctive processes (ways of
coordinating and combining), shaped by the firm’s (specific) asset positions (such as the firm’s
portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution
path(s) it has adopted or inherited. The importance of path dependencies is amplified where
conditions of increasing returns exist. Whether and how a firm’s competitive advantage is
eroded depends on the stability of market demand, and the ease of replicability (expanding
internally) and imitatability (replication by competitors). If correct, the framework suggests
that private wealth creation in regimes of rapid technological change depends in large measure
on honing internal technological, organizational, and managerial processes inside the firm. In
short, identifying new opportunities and organizing effectively and efficiently to embrace them
are generally more fundamental to private wealth creation than is strategizing, if by strategizing
one means engaging in business conduct that keeps competitors off balance, raises rival’s
costs, and excludes new entrants. 1997 by John Wiley & Sons, Ltd.
INTRODUCTION respect to assisting in the understanding of how
and why certain firms build competitive advan-
tage in regimes of rapid change. Our approach isThe fundamental question in the field of strategic
management is how firms achieve and sustain especially relevant in a Schumpeterian world of
innovation-based competition, price/performancecompetitive advantage.1 We confront this question
here by developing the dynamic capabilities rivalry, increasing returns, and the ‘creative
destruction’ of existing competences. Theapproach, which endeavors to analyze the sources
of wealth creation and capture by firms. The approach endeavors to explain firm-level success
and failure. We are interested in both building adevelopment of this framework flows from a
recognition by the authors that strategic theory is better theory of firm performance, as well as
informing managerial practice.replete with analyses of firm-level strategies for
sustaining and safeguarding extant competitive In order to position our analysis in a manner
that displays similarities and differences withadvantage, but has performed less well with
existing approaches, we begin by briefly
reviewing accepted frameworks for strategi.
Conceptualising global strategicsustainability and corporate.docxmaxinesmith73660
Conceptualising global strategic
sustainability and corporate
transformational change
Helen Borland
Birmingham Business School, University of Birmingham, Birmingham, UK
Abstract
Purpose – The purpose of this paper is to present the concept of global “strategic sustainability”,
represented by a conceptual framework, the “spheres of strategic sustainability”. The paper examines
routes, solutions and a vision for corporate strategic sustainability in the macro context of the global
physical environment and the planet. This builds on previous research identifying key drivers and
strategies for corporate sustainability.
Design/methodology/approach – The paper is conceptual in nature and underpinned by Gaia
theory, ecosystems theory and the laws of thermodynamics. These three offer specific foci for
sustainability research including holism, integration and synthesis: without which, sustainability
research would be difficult to achieve.
Findings – The paper identifies two major domains – “corporate” and “consumer” strategic
sustainability. It examines the corporate domain in which routes are identified through responses to
existing globalisation, corporate strategy and corporate culture.
Research limitations/implications – The paper provides insight and preliminary conceptual
development towards a full theoretical model of corporate and consumer strategic sustainability. The
framework will guide future conceptual and empirical investigations and broaden and deepen our
understanding of how firm’s can construct strategic business models that incorporate sustainability.
Originality/value – The paper offers a conceptual framework that develops the concept of
“corporate strategic sustainability” and provides positive, practical solutions to incorporating
sustainability into business models. It also challenges the current dominant socio-economic paradigm
and sets the scene for a more positive eco-paradigm that serves the present and future needs of the
planet, environment, businesses and human society.
Keywords Globalization, Corporate strategy, Organizational change
Paper type Conceptual paper
Introduction
The purpose of this paper is to introduce the concept, explore routes and offer solutions
to global strategic sustainability. Conceptually, strategic sustainability is the
integration of the principles of sustainability with corporate strategic management
processes, structures, cultures, systems and technologies, enabling both competitive
and functional level strategies (Stead and Stead, 2004, 2008; Parnell, 2008; Shrivastava,
1995). The aim of this paper is to deepen our understanding of the integrated,
systems-based and holistic nature that is required in corporate decision making to
create sustainable solutions for the future. Using principles from ecological and
environmental sciences, to provide a broad platform (Shrivastava, 1995; Capra, 1997;
Ekins, 2000), the author presents a framework that builds on previous research in the
area of s.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
12JOURNAL OF MANAGEMENT AND CHANGENo 3435 20152016EttaBenton28
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
Organizational Change case analysis scenario, worth fifteen (1.docxalfred4lewis58146
Organizational Change case analysis scenario, worth fifteen (15)
points: 2 pages minimum, double-spaced, 12-pt. font. Due 3/9.
Ok, here's the sifuation.
A leader oversees a reception area as an integral part of his/her
operations. In reviewing the client satisfaction surveys during the last year, the
leader finds that earlier in the year the satisfaction levels were adequate, while
later in the year client satisfaction levels with the reception services plummeted
significantly, and continue to suffer.
Due to the retirement of a skong-willed'(a bit low on the Big 5-
agreeableness/tact, and openness to experience/inquiry), long-term receptionist
a new receptionist was hired. The newly hired receptionist received a very
thorough kaining that included some mentoring by the retiring receptionist.
The new person is viewed as having a very high EI (EQ) and possessing
excellent scores on the Big 5 (including being open to inquiry, exkaverted and
intuitive-MBTl :ENFP). The timing of the new hire coffesponded to the poor
satisfaction levels. The other long-term receptionists are viewed as big time I's,
S's, and f's, wlth too many single-loop tendencies,'and a tendency to be very
"closed to inquiry."
When the current team of receptionists reviewed the newly poor
satisfaction surveys, the old guard reieptionists immediately demanded more
baining for the new person, and blameh both her, and a peiceived increased
work-load and the resultant stress on the team as the "obvious causes" of the
diminished client satisfaction. In addition, they (the old-guard) believe they are
now short-staffed, because of their stress, and now want you to hire another
receptionist. Of course the new hire is devastated, confused, and is considering
resigning. To you, the old guard people are sounding like a bunch of victims.
Perspective:
Knowing that the service delivery environment needs to change, tlis
smart leader decided to first look at the sifuation using the four frames. Also, the
leader, from a team deoelopment perspectioe, should integrate the possible
impact of the introduction of the new receptionist into the team, as a part of the
analysis. You, being that leader, believe in "transformational leadership."
Grading rubric:
Using both the/our flames, and Kotter's steps for managing change as
your outline, please:
1. Describel analyze, vtathefour frames, what is probably going on relative
to the organization/followers (minimum one page-7 points).
2. What would you like to do (use Kotter's steps 1.-4), and how would you
do it? (minimum one page- 8 points)
Feel free to discuss any theory or combination of theories (Big 5,
Emotional lntelligence, power, politics, team development stages, victim theory,
etc.) as an augmentation to the four ftameslKotter.
Organisational Change & Development – Individual Presentation: Marking Criteria
Component
Ideas
Connections
Extensions
Presentation Summary
(5)
Accurately identifies the main concepts & ideas of readings
Descri.
Chapter 2Micro-Foundations of Strategic Advantage Resources, .docxchristinemaritza
Chapter 2
Micro-Foundations of Strategic Advantage:
Resources, Knowledge, Core Competencies, and Dynamic Capabilities
Disney has three key resource portfolios that are all difficult to substitute for any competing firm.
First, a large library of content (characters, personalities, stories, events and memories) that the whole world knows and emotionally connects with;
Second, a large portfolio of synergistic objects (videos, toys, games, books, greeting cards, Internet web pages, and themepark attractions) to build emotional connections upon;
Third, many different ways and places to promote its products (Disney theme parks, The Disney Channel, book and magazine publishers, toy makers, department stores, fast food restaurants, and internet).
These portfolios are based on several resources, of which two are particularly difficult to imitate – a culture focused on inventing and innovating around fun, and a brand name that conveys this to and engages all stakeholders around its mission to deliver fun. As a result, Disney has been able to secure a unique advantage in the marketplace.
Disney has also faced some challenges going into new overseas markets, where some of its cultural practices were viewed as anti-fun (e.g. enforcing a non-smoking policy for its employees, and over-charging for food from the visitors, in France).
Disney was forced to either convince others about the value of its values (e.g about non-smoking) or adapt its own practices so that they truly offer fun (e.g. lower food prices).
With these adaptations, Disney has been successful in accruing sufficient value, in terms of profitability, market share, and reputation.
Source: Adapted from Stroup (2000)
One of the major questions of interest to the strategic management field is how firms may achieve and sustain competitive advantage. Of several answers to this question, in this chapter we focus on the most basic – the micro-foundations of strategic advantage, popularly known as the internal view of strategy. Research on the micro-foundations of strategic advantage has generated several hypotheses. These hypotheses may be classified into four major groups:
1) The Resource-based view (RBV) hypothesis, originating in the works of Penrose (1959) and Wernerfelt (1984).
2) The Knowledge-based view (KBV) hypothesis, originating in the inter-related theories of evolutionary economics (Nelson and Winter, 1982), organizational learning (Senge, 1990) and increasing returns (Arthur, 1994).
3) The Core competence view (CCV) hypothesis, originating in the work of Prahalad and Hamel (1990).
4) The Dynamic capability view (DCV) hypothesis, originating in the work of Teece, Pisano and Shuen (1997) and a call for investigating the micro-foundations of dynamic capabilities (Teece, 2007). These investigations have encompassed the process (Ambrosini, Bowman & Collier, 2009; Helfat et al, 2007), structural (Felin et al, 2012), as well as behavioral aspects of the dev ...
Minimum of 400 words in the body Minimum of 2 sources from the liter.docxssuserf9c51d
Minimum of 400 words in the body Minimum of 2 sources from the literature in addition to course texts
Gamble, J., Peteraf, M., & Thompson, A. (2019).
Essentials of strategic management: The Quest
for Competitive Advantage
. (6th ed.), New York, NY: McGraw Hill Higher Education
Keller, T., & Alsdorf, K. L. (2012).
Every good endeavor: Connecting your work to God's work
.
New York, N.Y: Dutton, Penguin Random House.
Krogerus, M., & Tschäppeler, R. (2018).
The decision book: 50 models for strategic thinking.,
(Revised ed.), New York, NY: W. Norton & Company, Inc.
Rumelt, R. (2011).,
Good strategy/bad strategy: The difference and why it matters
., New York,
NY: Crown Busines
Content must include:
· Summary of the author’s Main Thread – no less than 125 words · What you agreed with, did not agree with and why – no less than 125 word
APA FORMAT A MUST FOR THE REPLY PLEASE
Gokus (2015) discusses the difficulty in anticipating the roles company structure and the external environment have on market orientation and business strategy. He believes the external environment, which he categorizes as market turbulence and competitive intensity, can affect company performance and influence strategy. He suggests companies explore the current research on the moderating role of the external environment and structure has on customer orientation and strategy types. Ferrero-Ferrero, Muñoz-Torres, & Fernández-Izquierdo (2015) echo these assertions, as they found different environmental conditions require different strategies set forth by top management. They attribute these challenges to the onset of the global financial crisis, as it challenged corporate leaders to reassess the formulation of effective strategy. They believe team orientation, leadership effectiveness, and organizational size as impediments to strategic goal setting.
Evaluating the External Environment
Gamble, Peteraf, & Thompson Jr. (2019) suggest organizations conduct an evaluation of the current happenings in the business landscape through the exploration of seven areas. They suggest conducting analyses to better understand the macro-environment, competitive forces, driving forces of change, industry rivals, forthcoming strategic initiatives of rivals, key success factors, and opportunities in the industry. They discuss one of the most widely used tools to address these seven areas, Michael Porter’s five forces model of competition—buyers, potential new entrants, intensity of rivalry, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Their assessments convey one of the most important areas to understand relates to the strategies and initiatives of competitors, as being unaware to this information can be detrimental to an organization. They offer Michael Porter’ Framework for Competitor Analysis, as it focuses on the current strategy, objectives, capabilities, and assumptions of an.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
Student 1 The main intention of this framework is to support .docxcpatriciarpatricia
Student 1:
The main intention of this framework is to support large corporate organizations with their portfolio management and process of the risk management. The framework is able to handle insurance risk and non-insurance risk. It is suggested to use the framework within the recognized enterprise risk management correction. James Lam has defined four benefits to risk management which are as follows: handling risk is managements’ job; the instability of the earnings will be reduced by the managing risk; the shareholders’ value can be maximized with the help of managing risk; financial security and job security are promoted by the risk management (Zhou & Xu, 2018)
Handling risk is managements’ job–the duty of the management is to use the critical information of the business to manage the risk. This will lead to give transparency in managing costs and improves the understanding of the risk.
The instability of the earnings will be reduced by the managing risk–with the help of the activities of the risk management, the top companies will able to manage their earnings instability in a better way.
The shareholders’ value can be maximized with the help of managing risk–the companies can be able to increase their shareholders’ value with maximum percentage and also can be able to identify the opportunities for business optimization and risk management by using the risk based program. Volatility can be managed well and business model performance can be extended with correct information that is spread across the organization (Liang et al., 2017)
The efficient frontier will be send to the business leaders directly and they will become the holders of the risks for their respective areas of influence. The efficient frontier has to learn the language of the risk. It is fundamentally assumed that the risk transfer and lines of insurance will be modelled properly. This is significant assumption, as plain modelling foibles, internal disputes, information asymmetry and data limitations will be easily disturb the best intentions of the framework. It is very necessary to test any kind of model and if possible back test the model and involvement of different business leaders is also important to examine the results of the model. It is important to involve independent experts to question and examine the assumptions of the model (Tajani & Morano, 2017)
References
Liang, J., Zhong, M., Zeng, G., Chen, G., Hua, S., & Li, X. et al. (2017). Risk management for optimal land use planning integrating ecosystem services values: A case study in Changsha, Middle China. Science Of The Total Environment, 579(2), 1675-1682.
Tajani, F., & Morano, P. (2017). Evaluation of vacant and redundant public properties and risk control. Journal Of Property Investment & Finance, 35(1), 75-100.
Zhou, W., & Xu, Z. (2018). Portfolio selection and risk investment under the hesitant fuzzy environment. Knowledge-Based Systems, 144(2), 21-31.
Student 2:
Uses of Efficient Frontier Analysis.
Development of Strategic Management towards a Strategy to achieve Competitive...theijes
The scope of discussion in this scientific papers, on development of strategic management is expected to give an understanding to academics and practitioners of that science in development of strategic management paradigm shift based on changes in environment of the military strategy theory towards a strategy to achieve competitive advantage.
Correlations among Brand Image, Dynamic Capability, Knowledge Management Capa...inventionjournals
This study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic abilities; (2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage; (3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage; (4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability; and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can serve as a reference for relevant operators when making operating policies.
Conceptualising global strategicsustainability and corporate.docxmaxinesmith73660
Conceptualising global strategic
sustainability and corporate
transformational change
Helen Borland
Birmingham Business School, University of Birmingham, Birmingham, UK
Abstract
Purpose – The purpose of this paper is to present the concept of global “strategic sustainability”,
represented by a conceptual framework, the “spheres of strategic sustainability”. The paper examines
routes, solutions and a vision for corporate strategic sustainability in the macro context of the global
physical environment and the planet. This builds on previous research identifying key drivers and
strategies for corporate sustainability.
Design/methodology/approach – The paper is conceptual in nature and underpinned by Gaia
theory, ecosystems theory and the laws of thermodynamics. These three offer specific foci for
sustainability research including holism, integration and synthesis: without which, sustainability
research would be difficult to achieve.
Findings – The paper identifies two major domains – “corporate” and “consumer” strategic
sustainability. It examines the corporate domain in which routes are identified through responses to
existing globalisation, corporate strategy and corporate culture.
Research limitations/implications – The paper provides insight and preliminary conceptual
development towards a full theoretical model of corporate and consumer strategic sustainability. The
framework will guide future conceptual and empirical investigations and broaden and deepen our
understanding of how firm’s can construct strategic business models that incorporate sustainability.
Originality/value – The paper offers a conceptual framework that develops the concept of
“corporate strategic sustainability” and provides positive, practical solutions to incorporating
sustainability into business models. It also challenges the current dominant socio-economic paradigm
and sets the scene for a more positive eco-paradigm that serves the present and future needs of the
planet, environment, businesses and human society.
Keywords Globalization, Corporate strategy, Organizational change
Paper type Conceptual paper
Introduction
The purpose of this paper is to introduce the concept, explore routes and offer solutions
to global strategic sustainability. Conceptually, strategic sustainability is the
integration of the principles of sustainability with corporate strategic management
processes, structures, cultures, systems and technologies, enabling both competitive
and functional level strategies (Stead and Stead, 2004, 2008; Parnell, 2008; Shrivastava,
1995). The aim of this paper is to deepen our understanding of the integrated,
systems-based and holistic nature that is required in corporate decision making to
create sustainable solutions for the future. Using principles from ecological and
environmental sciences, to provide a broad platform (Shrivastava, 1995; Capra, 1997;
Ekins, 2000), the author presents a framework that builds on previous research in the
area of s.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
12JOURNAL OF MANAGEMENT AND CHANGENo 3435 20152016EttaBenton28
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
12
JOURNAL OF MANAGEMENT AND CHANGE
No 34/35 2015/2016
A Concept for Diagnosing and Developing Organizational Change Capabilities
A Concept for Diagnosing and Developing
Organizational Change Capabilities
Christina Schweiger, Barbara Kump and Lorena Hoormann
Abstract
In modern industries, organizations are facing
the need to continuously change and adapt
to dynamic environmental conditions. To
address this change, organizations require
several specific capabilities, which will be
referred to as organizational change capabili-
ties. As the paper will outline, organizational
change capabilities are a type of dynamic
capability grounded in an organization’s
change logic. The model of organizational
change capabilities presented in this paper
distinguishes search, ref lection, seizing, plan-
ning, implementation, and strategy making
capabilities. Based on this model, (a) concepts
for diagnosing and improving change capabili-
ties, and (b) an innovative intervention design
for organizational development are devel-
oped, which are generic and can be tailored to
the needs of a specific firm. The theoretical
analysis sketched in this paper may further
stimulate theory development at the interface
of dynamic capabilities and dominant logic.
At the same time, the innovative intervention
design is expected to be of high practical value
for managers and practitioners in the field of
organizational development.
Key Words
Change capabilities, dynamic capabilities,
organizational change logic, organizational
development, organizational diagnosis
Introduction
Due to increasing turbulence in the markets
and intense competition, organizations need to
continuously change and adapt to their envi-
ronments to survive. Dynamically changing
operating environments require a proactive
approach, where change occurs in a strategic
way in anticipation of prospective alterations
(Judge & Douglas, 2009; Worley & Lawler,
2006). Proactive organizational change
requires the identification and development
of strategic options and the implementation
of the planned strategic changes. To achieve
these changes, organizations need certain
capabilities, which have been referred to as
organizational change capabilities (Soparnot,
2011).
A lack of change capabilities may lead to struc-
tural inertia; that is, the inability to address
Christina Schweiger is Senior Researcher and Lecturer in
the Entrepreneurship Competence Team at Vienna University
of Applied Sciences of WKW (Austria). She has worked in
international applied R&D projects for many years. Currently
she works as a team leader in research and consultant projects
in the field of the development of small and medium sized
enterprises, strategic management, organizational develop-
ment and change management. She holds a doctoral degree in
Business Management and Business Education from the Uni-
versity of Graz. E-mail:
Barbara Kump is Endowed Professor of Organizat ...
Organizational Change case analysis scenario, worth fifteen (1.docxalfred4lewis58146
Organizational Change case analysis scenario, worth fifteen (15)
points: 2 pages minimum, double-spaced, 12-pt. font. Due 3/9.
Ok, here's the sifuation.
A leader oversees a reception area as an integral part of his/her
operations. In reviewing the client satisfaction surveys during the last year, the
leader finds that earlier in the year the satisfaction levels were adequate, while
later in the year client satisfaction levels with the reception services plummeted
significantly, and continue to suffer.
Due to the retirement of a skong-willed'(a bit low on the Big 5-
agreeableness/tact, and openness to experience/inquiry), long-term receptionist
a new receptionist was hired. The newly hired receptionist received a very
thorough kaining that included some mentoring by the retiring receptionist.
The new person is viewed as having a very high EI (EQ) and possessing
excellent scores on the Big 5 (including being open to inquiry, exkaverted and
intuitive-MBTl :ENFP). The timing of the new hire coffesponded to the poor
satisfaction levels. The other long-term receptionists are viewed as big time I's,
S's, and f's, wlth too many single-loop tendencies,'and a tendency to be very
"closed to inquiry."
When the current team of receptionists reviewed the newly poor
satisfaction surveys, the old guard reieptionists immediately demanded more
baining for the new person, and blameh both her, and a peiceived increased
work-load and the resultant stress on the team as the "obvious causes" of the
diminished client satisfaction. In addition, they (the old-guard) believe they are
now short-staffed, because of their stress, and now want you to hire another
receptionist. Of course the new hire is devastated, confused, and is considering
resigning. To you, the old guard people are sounding like a bunch of victims.
Perspective:
Knowing that the service delivery environment needs to change, tlis
smart leader decided to first look at the sifuation using the four frames. Also, the
leader, from a team deoelopment perspectioe, should integrate the possible
impact of the introduction of the new receptionist into the team, as a part of the
analysis. You, being that leader, believe in "transformational leadership."
Grading rubric:
Using both the/our flames, and Kotter's steps for managing change as
your outline, please:
1. Describel analyze, vtathefour frames, what is probably going on relative
to the organization/followers (minimum one page-7 points).
2. What would you like to do (use Kotter's steps 1.-4), and how would you
do it? (minimum one page- 8 points)
Feel free to discuss any theory or combination of theories (Big 5,
Emotional lntelligence, power, politics, team development stages, victim theory,
etc.) as an augmentation to the four ftameslKotter.
Organisational Change & Development – Individual Presentation: Marking Criteria
Component
Ideas
Connections
Extensions
Presentation Summary
(5)
Accurately identifies the main concepts & ideas of readings
Descri.
Chapter 2Micro-Foundations of Strategic Advantage Resources, .docxchristinemaritza
Chapter 2
Micro-Foundations of Strategic Advantage:
Resources, Knowledge, Core Competencies, and Dynamic Capabilities
Disney has three key resource portfolios that are all difficult to substitute for any competing firm.
First, a large library of content (characters, personalities, stories, events and memories) that the whole world knows and emotionally connects with;
Second, a large portfolio of synergistic objects (videos, toys, games, books, greeting cards, Internet web pages, and themepark attractions) to build emotional connections upon;
Third, many different ways and places to promote its products (Disney theme parks, The Disney Channel, book and magazine publishers, toy makers, department stores, fast food restaurants, and internet).
These portfolios are based on several resources, of which two are particularly difficult to imitate – a culture focused on inventing and innovating around fun, and a brand name that conveys this to and engages all stakeholders around its mission to deliver fun. As a result, Disney has been able to secure a unique advantage in the marketplace.
Disney has also faced some challenges going into new overseas markets, where some of its cultural practices were viewed as anti-fun (e.g. enforcing a non-smoking policy for its employees, and over-charging for food from the visitors, in France).
Disney was forced to either convince others about the value of its values (e.g about non-smoking) or adapt its own practices so that they truly offer fun (e.g. lower food prices).
With these adaptations, Disney has been successful in accruing sufficient value, in terms of profitability, market share, and reputation.
Source: Adapted from Stroup (2000)
One of the major questions of interest to the strategic management field is how firms may achieve and sustain competitive advantage. Of several answers to this question, in this chapter we focus on the most basic – the micro-foundations of strategic advantage, popularly known as the internal view of strategy. Research on the micro-foundations of strategic advantage has generated several hypotheses. These hypotheses may be classified into four major groups:
1) The Resource-based view (RBV) hypothesis, originating in the works of Penrose (1959) and Wernerfelt (1984).
2) The Knowledge-based view (KBV) hypothesis, originating in the inter-related theories of evolutionary economics (Nelson and Winter, 1982), organizational learning (Senge, 1990) and increasing returns (Arthur, 1994).
3) The Core competence view (CCV) hypothesis, originating in the work of Prahalad and Hamel (1990).
4) The Dynamic capability view (DCV) hypothesis, originating in the work of Teece, Pisano and Shuen (1997) and a call for investigating the micro-foundations of dynamic capabilities (Teece, 2007). These investigations have encompassed the process (Ambrosini, Bowman & Collier, 2009; Helfat et al, 2007), structural (Felin et al, 2012), as well as behavioral aspects of the dev ...
Minimum of 400 words in the body Minimum of 2 sources from the liter.docxssuserf9c51d
Minimum of 400 words in the body Minimum of 2 sources from the literature in addition to course texts
Gamble, J., Peteraf, M., & Thompson, A. (2019).
Essentials of strategic management: The Quest
for Competitive Advantage
. (6th ed.), New York, NY: McGraw Hill Higher Education
Keller, T., & Alsdorf, K. L. (2012).
Every good endeavor: Connecting your work to God's work
.
New York, N.Y: Dutton, Penguin Random House.
Krogerus, M., & Tschäppeler, R. (2018).
The decision book: 50 models for strategic thinking.,
(Revised ed.), New York, NY: W. Norton & Company, Inc.
Rumelt, R. (2011).,
Good strategy/bad strategy: The difference and why it matters
., New York,
NY: Crown Busines
Content must include:
· Summary of the author’s Main Thread – no less than 125 words · What you agreed with, did not agree with and why – no less than 125 word
APA FORMAT A MUST FOR THE REPLY PLEASE
Gokus (2015) discusses the difficulty in anticipating the roles company structure and the external environment have on market orientation and business strategy. He believes the external environment, which he categorizes as market turbulence and competitive intensity, can affect company performance and influence strategy. He suggests companies explore the current research on the moderating role of the external environment and structure has on customer orientation and strategy types. Ferrero-Ferrero, Muñoz-Torres, & Fernández-Izquierdo (2015) echo these assertions, as they found different environmental conditions require different strategies set forth by top management. They attribute these challenges to the onset of the global financial crisis, as it challenged corporate leaders to reassess the formulation of effective strategy. They believe team orientation, leadership effectiveness, and organizational size as impediments to strategic goal setting.
Evaluating the External Environment
Gamble, Peteraf, & Thompson Jr. (2019) suggest organizations conduct an evaluation of the current happenings in the business landscape through the exploration of seven areas. They suggest conducting analyses to better understand the macro-environment, competitive forces, driving forces of change, industry rivals, forthcoming strategic initiatives of rivals, key success factors, and opportunities in the industry. They discuss one of the most widely used tools to address these seven areas, Michael Porter’s five forces model of competition—buyers, potential new entrants, intensity of rivalry, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Their assessments convey one of the most important areas to understand relates to the strategies and initiatives of competitors, as being unaware to this information can be detrimental to an organization. They offer Michael Porter’ Framework for Competitor Analysis, as it focuses on the current strategy, objectives, capabilities, and assumptions of an.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
Student 1 The main intention of this framework is to support .docxcpatriciarpatricia
Student 1:
The main intention of this framework is to support large corporate organizations with their portfolio management and process of the risk management. The framework is able to handle insurance risk and non-insurance risk. It is suggested to use the framework within the recognized enterprise risk management correction. James Lam has defined four benefits to risk management which are as follows: handling risk is managements’ job; the instability of the earnings will be reduced by the managing risk; the shareholders’ value can be maximized with the help of managing risk; financial security and job security are promoted by the risk management (Zhou & Xu, 2018)
Handling risk is managements’ job–the duty of the management is to use the critical information of the business to manage the risk. This will lead to give transparency in managing costs and improves the understanding of the risk.
The instability of the earnings will be reduced by the managing risk–with the help of the activities of the risk management, the top companies will able to manage their earnings instability in a better way.
The shareholders’ value can be maximized with the help of managing risk–the companies can be able to increase their shareholders’ value with maximum percentage and also can be able to identify the opportunities for business optimization and risk management by using the risk based program. Volatility can be managed well and business model performance can be extended with correct information that is spread across the organization (Liang et al., 2017)
The efficient frontier will be send to the business leaders directly and they will become the holders of the risks for their respective areas of influence. The efficient frontier has to learn the language of the risk. It is fundamentally assumed that the risk transfer and lines of insurance will be modelled properly. This is significant assumption, as plain modelling foibles, internal disputes, information asymmetry and data limitations will be easily disturb the best intentions of the framework. It is very necessary to test any kind of model and if possible back test the model and involvement of different business leaders is also important to examine the results of the model. It is important to involve independent experts to question and examine the assumptions of the model (Tajani & Morano, 2017)
References
Liang, J., Zhong, M., Zeng, G., Chen, G., Hua, S., & Li, X. et al. (2017). Risk management for optimal land use planning integrating ecosystem services values: A case study in Changsha, Middle China. Science Of The Total Environment, 579(2), 1675-1682.
Tajani, F., & Morano, P. (2017). Evaluation of vacant and redundant public properties and risk control. Journal Of Property Investment & Finance, 35(1), 75-100.
Zhou, W., & Xu, Z. (2018). Portfolio selection and risk investment under the hesitant fuzzy environment. Knowledge-Based Systems, 144(2), 21-31.
Student 2:
Uses of Efficient Frontier Analysis.
Development of Strategic Management towards a Strategy to achieve Competitive...theijes
The scope of discussion in this scientific papers, on development of strategic management is expected to give an understanding to academics and practitioners of that science in development of strategic management paradigm shift based on changes in environment of the military strategy theory towards a strategy to achieve competitive advantage.
Correlations among Brand Image, Dynamic Capability, Knowledge Management Capa...inventionjournals
This study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic abilities; (2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage; (3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage; (4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability; and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can serve as a reference for relevant operators when making operating policies.
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An Analytical Framework For Miles And Snow Typology And Dynamic Capabilities
1. PODIUM Sport, Leisure and Tourism Review
Vol. 3, N. 1. Janeiro/Junho. 2014
_______________________________
Revista Ibero-Americana de Estratégia - RIAE
Vol. 13, N. 1. Janeiro/Março. 2014
e-ISSN: 2176-0756
DOI: 10.5585/riae.v13i1.1934
Data de recebimento: 01/11/2013
Data de Aceite: 23/01/2014
Organização: Comitê Científico Interinstitucional
Editor Científico: Fernando Antonio Ribeiro Serra
Avaliação: Double Blind Review pelo SEER/OJS
Revisão: Gramatical, normativa e de formatação
MARTINS/KATO/
MARTINS/SILVA
UM QUADRO ANALÍTICO PARA A TIPOLOGIA E CAPACIDADES DINÂMICAS DE MILES E SNOW
RESUMO
Uma consideração expandida é necessária para explicar como a vantagem competitiva é conquistada e mantida. A
literatura sobre as capacidades dinâmicas é confusa, cheia de definições sobrepostas e contradições. A importância
teórica e prática de desenvolver e aplicar capacidades dinâmicas para sustentar a vantagem competitiva em um
ambiente externo complexo é fundamental nos estudos estratégicos atuais. Neste trabalho, oferecemos uma definição de
capacidades dinâmicas sob dois aspectos: primeiro, o caráter de mudança do ambiente e, segundo, esta definição
enfatiza o papel chave da gestão estratégica em adaptar apropriadamente, integrando e reconfigurando as habilidades
organizacionais internas e externas, recursos e competências funcionais para mudar o ambiente. Este estudo visa
esclarecer o conceito de capacidades dinâmicas, propor um quadro analítico que conecta este “novo” conceito a um bem
conhecido e reconhecido modelo estratégico genérico (Miles e Snow, 1978) e ao conceito de vantagem competitiva
sustentável evolutiva.
AN ANALYTICAL FRAMEWORK FOR MILES AND SNOW TYPOLOGY AND DYNAMIC CAPABILITIES
ABSTRACT
An expanded consideration is needed to explain how competitive advantage is gained and held. The literature on
dynamic capabilities is confusing, full of overlapping definitions, and contradictions. The theoretical and practical
importance of developing and applying dynamic capabilities to sustain competitive advantage in complex external
environment is central in strategy studies nowadays. In this paper, we offer a definition of dynamic capabilities under
two aspects: first, it refers to the shifting character of the environment; second, it emphasizes the key role of strategic
management in appropriately adapting, integrating, and re-configuring internal and external organizational skills,
resources, and functional competences toward changing environment. This paper aims to clarify the concept of dynamic
capabilities, propose an analytical framework that connects this “new” concept to a well known and recognized generic
strategic model (Miles and Snow, 1978) and to the concept of sustainable competitive advantage and evolutionary fit.
2. 23
An Analytical Framework for Miles and Snow Typology and Dynamic Capabilities
_______________________________
Revista Ibero-Americana de Estratégia - RIAE
Vol. 13, N. 1. Janeiro/Março. 2014
MARTINS/KATO/
MARTINS/SILVA
UN MARCO ANALÍTICO PARA CAPACIDADES DINÁMICAS Y TIPO DE MILES Y SNOW
RESUMEN
Es necesario un examen ampliado para explicar cómo se logra y se mantiene la ventaja competitiva. La literatura sobre
las capacidades dinámicas es confuso, lleno de contradicciones y las definiciones que se superponen. La importancia
teórica y práctica del desarrollo y aplicación de las capacidades dinámicas para mantener una ventaja competitiva en un
entorno externo complejo es crítica en los estudios estratégicos actuales. En este trabajo, ofrecemos una definición de
las capacidades dinámicas en dos aspectos: en primer lugar, la naturaleza del cambio y el medio ambiente, de acuerdo
con esta definición hace hincapié en el papel clave de la gestión estratégica en forma adecuada la adaptación, la
integración y la reconfiguración de las habilidades organizativas internas y externas, los recursos y habilidades
funcionales para cambiar el medio ambiente. Este estudio tiene por objeto aclarar el concepto de capacidades
dinámicas, proponiendo un marco analítico que conecta este "nuevo" concepto a un modelo bien conocido y reconocido
genérica estratégica (Miles y Snow, 1978) y el concepto de evolutivo ventaja competitiva sostenible.
Tomas Sparano Martins1
Heitor Takashi Kato2
Roberta da Rocha Rosa Martins3
Eduardo Damião da Silva4
1
Doutor em Administração pela Pontifícia Universidade Católica do Paraná – PUC/PR. Professor da Pontificia
Universidade Católica do Paraná – PUC/PR. Brasil. E-mail: tomas.martins@pucpr.br
2
Doutor em Administração de Empresas pela Fundação Getulio Vargas – FGV. Professor da Pontifícia Universidade
Católica do Paraná– PUC/PR. Brasil. E-mail: heitor.kato@pucpr.br
3
Mestre em Administração pela Pontifícia Universidade Católica do Paraná – PUC/PR. Professora da Pontifícia
Universidade Católica do Paraná – PUC/PR. Brasil. E-mail: robertarosamartins@hotmail.com
4
Doutor em Management Sciences pelo Escuela Superior de Administracion Y Direccion de Empresas, Espanha. Pró-
Reitor de Desenvolvimento da Pontifícia Universidade Católica do Paraná – PUC/PR. Brasil. E-mail:
eduardo.damiao@pucpr.br
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An Analytical Framework for Miles and Snow Typology and Dynamic Capabilities
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1 INTRODUCTION
Current competitive organizational context is
characterized by rapid and profound changes. These
changes end up making organizations adopt agile and
flexible strategic postures to gain competitive
advantages that guarantee a superior position in the
market. Maintaining competitive advantage is a
dynamic strategic activity that never ends (HUNG et.
al. 2007).
In general terms, a central concern in strategy
is to maintain the dynamic adjustment between what a
company has to offer and what the environment wants
(MILES and SNOW, 1978, LEARNED et. al. 1965).
Thus, a company must possess dynamic capabilities to
constantly reconfigure, renovate, and reuse its
resources and capabilities to better exploit
opportunities and explore the environment (TEECE,
PISANO and SHUEN, 1997).
Studies on strategy in a very broad way can be
divided into two categories: one that prioritizes the
analysis of the external environment (as in Porter's
model) and one that takes more account of the internal
environment (as in the Resource Based View model).
Porter (1980) emphasizes that the source of
competitive advantage is related to the company's
positioning, that is, it needs to find a position from
which it defends itself against forces that might
interfere with its results. The resource-based view
(RBV) perspective analyzes in an endogenous way the
explanation of the competitive advantage, from the
organizations’ internal factors, recognizing the
heterogeneity of organizations (WERNERFELT,
1984).
Miles and Snow (1978) adaptive cycle
process presents itself “in the middle” of these issues.
Based on the premise that the company needs to
continuously adjust its strategies to the environmental
conditions and align its structures to the established
strategies, the strategic fit purpose is dynamic. Thus,
strategic alignment is not an isolated event but a
continuous process of adaptation and change. It is
based on this concept that, in this paper, we aim to
present a model for dynamic capabilities and the
generation of evolutionary fit from the perceived
environmental uncertainty.
Dynamic capabilities have become an intense
area of study in strategy since the publication of Teece,
Pisano, and Shuen (1997). The citation count suggests
that dynamic capabilities are the new state of the art
theme in the area of strategy; for example, it received
1284 citations in ISI Web of Knowledge in December
2009. Since 2006, more than one hundred (100) articles
per year have been published in prestigious newspapers
and magazines on dynamic capabilities (DI STEFANO
et. al., 2009).
Based on this intense activity of research and
academic production, one could imagine a conceptual
unity to define dynamic capability. According to Di
Stefano et. al, (2009) this is not true, based on their co-
citation study, in a total of 40 articles, 29 deal with the
definition of the construct.
Consequently, we can conclude that this is an
area of strategy’s great interest, but it is still in its
infancy. However, it has a very robust and well
established theoretical basis: evolutionary economics
(NELSON and WINTER, 1982), the behavioral theory
of Simon (1947), Cyert and March’s (1963)
organizational growth, and learning and decision
making (HELFAT et.. al, 1997; TEECE, 2007; ZOLLO
and WINTER, 2002). The concept of dynamic
capabilities (Eisenhardt and Martin, 2000; Teece et al.,
1997) has evolved from the resource-based view
(RBV) of the firm (Barney, 1986, 1991; Wernerfelt,
1984). RBV proponents argue that simultaneously
valuable, rare, inimitable, and non-substitutable
resources can be a source of superior performance, and
may enable the firm to achieve sustained competitive
advantage (Barney, 1991). Dynamic capabilities have
lent value to the RBV arguments as they transform
what is essentially a static view into one that can
encompass competitive advantage in a dynamic context
(Barney, 2001). Dynamic capabilities are “the
capability of an organization to purposefully create,
extend or modify its resource base” (Helfat et al., 2007,
p. 1)
Moreover, there are still restrictions related to
the limited empirical evidence of the approach. Helfat
and Peteraf (2009) suggest that issues such as
technological innovation, mergers and acquisitions,
strategic alliances, decision-making, and survival and
growth, should be the focus of empirical research in
order to understand the phenomenon better. The
authors also emphasize that dynamic capabilities are
not a theory but strategic issues related to performance
and change. From this point of view, a conceptual
approach in this area may help understanding other
phenomena embedded in the concept, such as
performance and change.
Teece et. al (1997), the most cited authors in
the text area according to Di Stefano et. al. (2009),
define dynamic capabilities as the company's ability to
integrate, build, and reconfigure internal and external
competencies to deal with rapid environmental
changes. Miles and Snow (1994) argue that the success
of an organization depends on a process of external
(the environment) and internal (strategy, structure,
processes and ideology) fit. This process begins by
aligning the organization to the market in an attempt to
answer or help shape the present and future needs of
customers. The strategy is defined by this process of
intentional alignment. On the other hand, dynamic
capabilities, such as the RBV, lack a common
understanding and approach of strategic intentionality
in their concepts. Thus, we understand that dynamic
capabilities and the intentionality in Miles and Snow’s
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adaptive cycle can be aligned in a single construct. In
this sense, the purpose of this paper is to come up with
a framework that integrates these two concepts.
The paper is structured first in five sections: a
general concept of a theoretical framework (Section
2), Miles and Snow concepts (Section 3), a basic
definition of common terms used in the model -
resources, skills, organizational routines and
capabilities (Section 4) and dynamic capabilities
(Section 5). An integration effort of these different
concepts and theoretical currents is then presented, as
the building blocks of a proposed framework in Section
6. Finally, in Section 7, the main conclusions are
presented, along with their implications for strategic
management analysis and directions for future
research.
2 A THEORETICAL FRAMEWORK
A theoretical framework is a set of interrelated
concepts that guide an investigation, determining the
scope and rationale of the use of certain concepts to
solve problems such as a real conceptual map. Strategy
does not have a single definition it depends on point of
view, the level of analysis, and the study's objective.
The construction and understanding of a framework is
important to establish boundaries, as well as theoretical
and practical applications for a concept.
We can take Whittington’s (2006) approach
to strategy as an example. The author came up with
four generic possibilities for the concept: classic,
evolutionary, procedural and systemic.
In the classical approach, the strategic goal of
a company is getting return on capital, since the
maximization of profit is the main goal. This model is
rational and there is a gap between designing and
implementing the strategy. Alternatively, the
evolutionary approach is not related to the rationality
of managers, but to the market imperfection, which
will ensure the maximization of profits. Evolutionists
apply the concept of natural selection from biology to
study how different populations of organisms (species,
for us organizations) adapt to the environment. The
biological model considers the coexistence of different
species in the same environment as a dynamic process
of competition for scarce resources.
The procedural approach is characterized by a
strategy that emerges step by step, usually in a
disorganized way, as a way for the organization to deal
with contingencies and surprises contained in the
market. Meanwhile, the systemic perspective is based
on the socio-cultural context where the organization
operates. For the followers of this current, the strategy
should be defined from the social political system. As
in the procedural approach decision makers are not
impartial and rational individuals, but members of a
social system that define the strategy as a result of
situational and sociopolitical conditions.
3 MILES AND SNOW TYPOLOGY
According to Miles and Snow (1994), the
success of an organization depends on a process of
external (the environment) and internal (strategy,
structure, processes and ideology) adaptation. This
process begins by aligning the organization to the
market in an attempt to address present and future
customer needs . This alignment sets the company's
strategy. In other words, this type of analysis seeks to
assess the organizational adaptation to a changing
environment through the study of the relationship
between strategy, structure, and processes (MILES &
SNOW, 1978).
The strategic adaptation of the firm to the
competitive environment has been called by the authors
as an "adaptive cycle". It is formed from solutions to
three problems that every company has to deal with:
1) The entrepreneurial problem: product-market
domain, success position, monitoring the
environment and growth policy;
2) The engineering problem: technological
objectives, technological scope, and
technological orientation;
3) The administrative problem: main
administrative function, planning attitude,
organizational structure and control.
Miles and Snow’s typology, supported by
several empirical studies, as described by Gimenez
(1998), ranks companies or business units into four
distinct strategic categories, namely: prospectors;
defenders; analyzers; and reactors.
1) Prospectors are the group of companies that
maintain a competitive position aggressively,
continually looking for new market
opportunities and expanding their lines of
products and services. They tend to be the
pioneers, so their focus is on innovation, not
efficiency. These companies solve the
business problem by continually expanding
product-market through differentiation. The
technology is diverse, flexible and less
standardized. The solution to the
administrative problem is through non-
centralized control, Research & Development
and Marketing departments are strong,
extensive in planning and there are higher
costs and lower efficiency due to lack of the
experience curve. The risk of this strategy is
high because the non-acceptance of a new
product can mean significant losses.
2) Defenders are companies seeking to locate and
maintain a line of products or services with a
very narrow focus, protecting their domains
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with competitive prices or quality products or
services. They usually operate in stable
industries, not bothering to seek new
opportunities in the environment, but having
efficiency and technology directed to their
restricted focus. They usually adopt limited,
targeted, and more profitable lines of products
(Zahra & Pearce II, 1990). They reach the
solution of engineering with the use of a core
technology, resulting in low cost production.
For this, significant investments in Research
& Development are critical. The
administration tends to be rigorously
controlled, centralized, focused on costs and
outcomes when comparing financial and
production indicators of the current year with
previous years. While this strategy can be
applied to various industries, the authors
conclude that they are more likely to be found
in stable industries. This strategy faces the risk
of being unable to adapt to more drastic
changes in the competitive environment, since
the focus impedes diversification, essential for
monitoring changes.
3) Analyzers are in between the defensive and
prospective positions. These companies
operate on the basis of products and services
that are already established, looking to add
new products and services that have been
successful in other companies in the industry.
These companies are also called "creative
imitators" (Slater and Narver, 1993), by
absorbing and improving innovations of
competitors. This strategy allows the
company to guarantee the viability of products
before releasing them, avoiding high
investments in Research & Development. So,
companies need constant monitoring of the
successes and failures of other competing
companies. The technology adopted is stable
and standardized, even though there is some
degree of flexibility. This combination creates
a certain ambiguity that results in a lack of
efficiency on the part of analyzers, which, in
turn, tend to adopt differentiation as
competitive advantage. The biggest risk to
these companies is not to achieve the
necessary efficiency and effectiveness, which
are the indicators used to measure the
performance of these companies.
4) Reactors cannot be considered a kind of
strategy; they have no coherent plan to
compete in the industry or mechanisms and
processes to adapt to the market. The typical
approach of this group is to see and respond
only when forced by competitive pressures to
prevent loss of important customers and / or
maintain profitability. This group of
companies is usually in disadvantage because
they are attacked by prospectors and cannot
reach the market protected by the defenders
and analyzers. Reactors usually come to this
situation because they fail in defining a
specific strategy due to a centralized leader; or
a contradiction between the chosen strategy
and organizational structure; or by not
adapting to the new competitive environment.
Once the firm chooses its posture to face the
competitive environment, it should adapt its
production process, distribution channels and logistics,
policies, price, promotion and marketing efforts and
other processes involved in order to support the chosen
position
4 RESOURCES, SKILLS, ORGANIZATIONAL
ROUTINES AND CAPABILITIES
Barney (2002) argues that the literature has
different meanings for resources such as: dominant
logic (Prahalad and Betis, 1986), core competencies
(Prahalad and Hamel, 1990) and organizational
capabilities (Stalk, Evans and Shulman, 1992).
However, Peteraf (1993), and Barney (2002)
say that the differences between these terms are subtle.
For the authors, a company’s resources include the key
attributes of financial, physical, human, and
organizational capital. Also according to them,
capabilities are only those internal attributes that enable
the firm to coordinate and exploit its resources, and the
concept of core competencies is reserved for attributes
that allow the company to design and implement
certain strategies of corporate diversification, resulting,
according to Hamel and Prahalad (1990), in rapid
adaptation to changing opportunities.
Similarly Stalk, Evans, and Shulman (1992)
argue that the terms core competence and capabability
are often used interchangeably when they should be
complementary. Competency refers to the
technological differentiation or production, while
capabilities are basic resources that span the entire
value chain.
Emphatically, Barney (2002) closed the
discussion by stating that it is unlikely that a debate
about whether a particular attribute of a particular
company is a resource, capability or competence, will
be a valuable manager’s practice. So, the following
definition was proposed in 2002: resources are the
assets, skills, competencies, organizational processes,
information, and knowledge controlled by a company
that are able to conceive or implement strategies. They
are classified into four categories:
1) Financial: all sources of funds;
2) Physical: technology, equipment, location;
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3) Human: efficiency, training, relationships,
insight of individual managers; and
4) Organizational: administrative structure,
formal and informal planning, coordination,
culture and reputation.
Amit and Schoemaker (1993) and Nelson and
Winter (1982) argue that the term capability is the
ability to integrate resources, through the combination
and use in organizational processes, in order to achieve
the desired goals. In this perspective organizational
capabilities can be summarized as a set of high-level
routines, that is, a set of routines that provide and
implement a flow of decisions from a set of options.
Nelson and Winter (1982), Amit and
Schoemaker (1993), Collis (1994), Teece and Pisano
(1994), Teece, Pisano and Shuen (1997) and Winter
(2003) describe routines as learned behaviors,
patterned, repetitive, originated partly on tacit
knowledge. Helfat et. al. (2007) point out that the term
capability may be the ability to perform a task in an
acceptable manner. For those authors not every
capability is valuable, as in Collis (1994), this ability
cannot always be considered a source of competitive
advantage.
Teece and Pisano (1994) and Teece, Pisano
and Shuen (1997) argue that routines that encourage an
organization to learn, adapt, change and renew itself
constantly can be considered dynamic routines. Barney
(2002) refers to capabilities such as organizational
characteristics that enable organizations to design and
implement certain strategies (FELIN et. al., 2012).
The concept of capability is inherent in the
paths taken by the coordination and combination of the
resource to understand and anticipate the market. The
concept of organizational routines provides a
relationship between resources and capabilities. The
key to this relationship is the organization's ability to
achieve cooperation and cooperation in teams. For this,
the organization must motivate and socialize its
members - the style of the organization, values,
traditions and leadership are critical encouragement for
cooperation and commitment of its members (TEECE,
PISANO and SHUEN, 1997; ZAIDI and OTHMAN,
2012).
Moreover, the meaning of capability, when
operational, i.e., that focuses on efficiency, seeking
innovation in itself, is summarized in the company's
ability to perform a specific task or activity.
Operational capabilities allow the organization to
operationalize the approach, with the goal of
performance problems regarding the current situation
(WINTER, 2003).
Collis (1994) suggests that positions of
competitive advantage based on organizational
capabilities are vulnerable to competitive actions, being
overtaken by a "best ability" or "high order". The
author therefore introduces the concept of
"metacapability" (a higher level of capability), which is
the ability to learn by learning a skill, i.e., the ability
that resides in tacit knowledge that allows companies
to adapt to new circumstances. Still, it proposes a
valuation analysis of the circumstances in which each
organizational capability will be a source of sustainable
competitive advantage: a) predict (the organizational
capability will continue to be a source of competitive
advantage), and b) explain (to evaluate the origin of
capability).
Helfat et. al (2007), point out that the terms
"capability" and "change" are not directly related.
Thus, capability does not explain the ability of change
in a company, which is important in dynamic markets,
so there is need for perspectives that seek to answer
questions like that. Analyzing the next topic - dynamic
capabilities - Teece and Pisano (1994), Brown and
Eisenhardt (1998), Helfat et. al (2007), and Teece,
Pisano and Shuen (1997) introduce dynamism into the
foundation of RBV and complement Collis (1994).
5 DYNAMIC CAPABILITIES
The dynamic capabilities approach discussion
has its origin in the Resource Based View (RBV). For
the RBV the source of competitive advantage lies
primarily in the set of resources and skills of business
(PENROSE 1959, TEECE 1984, WERNERFELT
1984), as opposed to the theories of positioning, that
suggest that the industry structure strongly influences
the competitive rules and therefore the company’s
strategies (Porter, 1980).
The RBV has its origins in the work of
Penrose (1959), Selznik (1957), and Andrews (1971),
among others. For Penrose (1959), companies can be
considered a set of resources and maximizing their
growth is related to the balance between exploiting
existing resources and developing new resources.
Selznik (1957), in turn, was among the first scholars to
recognize the skills and knowledge management as one
of the distinctive competencies that the company owns.
Finally, Andrews (1971) has used a pioneering RBV to
describe the concept of corporate strategy. To this
author, corporate strategy defines the business in which
the company will compete, and where to focus
resources to transform distinctive competencies into
competitive advantage. Thus, this approach has been
consolidated in the eighties with the emergence of a
series of theoretical work that demonstrated the
importance of firm-specific factors to explain
organizational performance (BARNEY, 1986; TEECE,
PISANO, SHUEN, 1997).
For theorists of the RBV, resources can be
defined as tangible or intangible, and are specific to the
firm (TEECE, PISANO, & SHUEN, 1997). The term
organizational skills became more popular in the late
'90 by the contribution of Prahalad and Hamel (1990),
who developed the concept of core competencies
(resources skills). Organizational skills can be defined
as the ability to combine, blend and integrate resources
into products and services. To be essential, they must
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meet three criteria: offer real benefits to consumers, be
difficult to imitate, and provide access to different
markets (FLEURY and FLEURY, 2000).
In this context, a firm's competitive advantage
comes from its "idiosyncratic and difficult to imitate
resources” (TEECE, PISANO, & SHUEN, 1997).
Firms are heterogeneous in relation to their
resources/capabilities/endowments and therefore the
company adopts different strategies to exploit specific
assets. According to the authors, a more detailed
analysis of RBV also suggests the need for better
understanding of business strategies employed to
develop capabilities. It can be said that if the rare assets
are an important source of economic profits, then the
organizational aspects such as skill acquisition,
knowledge management and know-how (knowledge of
how to do something), and learning become subjects of
fundamental strategic importance.
Teece, Pisano, and Shuen (1997) initiated an
effort to identify the dimensions of firm-specific
capabilities that can be sources of competitive
advantage, and to explain how combinations of skills
and resources can be developed, prepared, and
protected. For these authors, the term "dynamic" refers
to the ability to renew competencies in order to adapt
them to a changing environment; certain innovative
responses are required when the speed to suit the
market is critical, the pace of technological change is
fast, and/or the nature of competition and markets in
the future is difficult to predict. The term "capabilities"
emphasizes the key role of strategic management in
order to adapt, integrate, and reorganize skills,
functional skills and resources internal and external, to
meet requirements of the external environment, which
is subject to rapid change.
Teece, Pisano, and Shuen (1997) argue that
the competitive advantage of a company primarily
depends on its management and organizational
processes, in other contexts as defined routines or
patterns of practice and learning. Organizational and
management processes are categorized as those dealing
with:
(1) coordination and integration - dynamic
capabilities are organizational and strategic routines
by which new resource settings are created to
respond to market changes. These routines are
focused on integrating, reconfiguring, acquire,
dispose of or create resources to address changing
market (EINSENHARDT and MARTIN, 2000).
(2) learning - unlike the RBV, dynamic capabilities
framework introduce dynamic elements, such as
learning.
(3) reconfiguration and transformation - the authors
also emphasize the importance of replication or
transferring competencies from one "scene" to
another.
(4) assets - as in the RBV, the competitive
advantage depends on the resources that the
organization possesses.
(5) path dependency: "history" has its role, past
investments limit the organization's future.
Einsenhardt and Martin (2000) agree with
Teece et. al. (1997)’s evolutionary idea and suggest
that the concept of Dynamic Capability is related to the
evolution of the organization. For these authors, the
organization path is unique and is formed by
mechanisms such as the practice of encoding and
errors. Dynamic capabilities are the organizational and
strategic routines by which members of senior
management change the resource base.
Helfat and Peteraf (2009) argue that dynamic
capability is the ability of an organization to
purposefully create, extend, and modify its resource
base. In the same line of thought, Pisano (1994) sees
dynamic capabilities as organizational routines and
managerial backgrounds through which managers alter
their resource base - acquire, select resources, integrate,
and recombine to generate new value-creating
strategies. Dynamic capabilities exist in several forms,
some allow the company to enter into a new business
or expand old businesses through internal growth,
acquisitions, or strategic alliances.
The benefits that a company obtains from
dynamic capabilities depend not only on understanding
the effectiveness of management and organizational
processes, but also on the context in which they are
employed. In other words, dynamic capabilities seek a
fit between internal and external environments. This
plug-in affects the usefulness as a means of adjustment,
exploration, and creation of change in business
environment. Thus the fit depends on how the dynamic
capabilities of a firm fit the context in which it operates
(STADLER, HELFAT & VERONA, 2013).
5.1 Meta-Dynamic Capabilities - Teece (2007)
According to Teece (2007) dynamic
capabilities can be understood as the ability to: (1) feel
and shape opportunities and threats, (2) seize
opportunities, and (3) maintain competitiveness
through increasing, combining, protecting and when
necessary, reconfiguring the organizational resources.
Teece (2007) examines the rationale and
nature of dynamic capabilities to sustain superior
performance in a global, open, and spread out economy
with rapid innovation. For him, it is important to
identify the nature and foundations of capabilities that
are needed to sustain business performance. These
foundations include processes, procedures,
organizational structures, decision rules, disciplines
and different skills that they perceive, apprehend and
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reconfiguring capabilities. Teece (2007) cites three
types of capabilities that interact in a steady stream:
a) Identifying opportunities and threats.
The capability nature "to perceive (format)
opportunities and threats.” It is not just investment in
research to understand customer needs and
technological possibilities, but also to understand the
demand, structural evolution of industries, markets and
suppliers, along with responding to competitors. When
an opportunity is envisioned, entrepreneurs and
managers need to understand how to interpret new
events, developments, what technology to pursue, and
on which segment to focus.
b) Seizing opportunities
There are four major activities to which this
target refers to capability: to draw the customer's
solution and business model, select organizational
boundaries to manage add-ons and control platforms,
select decision-making protocols, and build loyalty and
commitment among employees of the organization and
other stakeholders.
c) Maintaining competitiveness
Maintaining competitiveness through the
enhancement, combination, and protection, when
needed, to reconfigure the tangible and intangible
assets. The nature of this capability has as key - to
sustain profitable growth and the ability to recombine –
to redistribute assets and organizational structures to
enhance the developments and understand the market
and technological changes. The reconfiguration is
necessary to maintain the evolutionary fitness.
5.2 Performance and Dynamic Capabilities Fit
Helfat et. al (2007) suggest that the
performance of dynamic capabilities should be
measured. However, the authors argue that any
assessment depends on the context in which dynamic
capabilities are embedded. Thus, they propose as a
performance measure the concept of evolutionary fit,
which refers to the ability of the organization to survive
by creating, extending or modifying its resources in the
external environment, i.e., setting the context in which
it operates.
The authors identify four major influences of
dynamic capabilities in the evolutionary fit: quality,
cost, market demand, and competition. The term
"technical fit" is introduced to deal with the idea of
“quality per unit cost”, an internal measure of
performance. The other two factors, market demand
and competition, capture the influences of the external
environment on the "evolutionary fit."
The value of a dynamic capability depends on
whether its function creates value, that is, it is always
context dependent. Sometimes, a dynamic capability
performs a function that generates a certain unit
amount, but it does not generate competitive advantage
if the amount generated does not correspond to a
greater value than that generated by the other firms.
6 THE PROPOSED ANALYTICAL
FRAMEWORK
With the conceptual and theoretical elements
provided in the previous sections it is possible now to
present the proposed analytic framework that integrates
the concepts in a cohesive model, represented in Figure
1 below.
The concept was organized based on four
concepts (Miles and Snow, 1978; Teece et al., 1997;
Helfat, 2007; and Teece, 2007), incorporated by the
model that is proposed. First Miles and Snow (1978)
identify three types of conscious strategic behaviors,
which is a consequence of the organizational
adaptation process to the organizational environment..
This variation stems from the perception that
executives of organizations analyze the environment,
and based on this, make decisions and make strategic
choices to keep them competitive. Such behaviors are
expressed in a strategic typology in the following way:
prospector, analyzer, and defender.
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Figure 1 - The Analytical Framework: Dynamic capabilities and Strategic typology
Secondly, there is the definition of Teece et.
al. (1997, p.516) for dynamic capabilities, that is, "the
company's ability to integrate, build, and reconfigure
internal and external powers to deal with changing
environments." According to the model, the resource
base of a company is motivated by the strategy. This
resource base can be integrated or coordinated
reconfigured to deal with changes in the environment
through a learning process (DENFORD, 2013) and
taking into account the path dependence.
Further, Helfat et. al (2007), argue that "a
dynamic capability is the ability of an organization to
intentionally create, extend, or modify its resource
base". It is important to define the word "intentionally",
as it indicates that the dynamic capabilities reflect a
degree of intention. According to Stadler, Helfat and
Verona (2013) what distinguishes dynamic capabilities
from something accidental or pure luck is the
manager’s intentionality. . Helfat et al. (2007)
conceptualize the evolutionary fit by two measures,
one technical - an absolute measure (something greater
Strategic
Choice
Prospector Defender Analyzer
Resource Asset
Sense Opportunities
Seize Opportunities
Threats and Transformation
Integration / Coordination
Reconfiguration
Learning
Dynamic
Capabilities
Evolutionary Fit
Path
Dependency
Competitive
Advantage
Technical
Fit
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than zero) that evaluates the quality and cost – and
another one, evolutionary - a comparative measure
based on sustainable competitive advantage.
Finally the concept of Teece (2007), does not
deal with the process ("how"), but with the nature of
dynamic capabilities, so called meta-capabilities.
According to Teece (2007) dynamic capabilities can be
understood as the ability to: (1) feel and shape
opportunities and threats, (2) seize opportunities, and
(3) maintain competitiveness through the increase, the
combination of protection and when necessary, the
reconfiguration of organizational resources. Thus, the
concept of Teece (2007) is placed in the center of the
model. For example, Teece (2012) argues that
entrepreneurial action is a kind of dynamic capability
that senses and seizes opportunities, and the routines
are more related to maintaining what has been
established. Denford (2013) focuses on the capability
of constantly learning and using what is being learned
as knowledge to maintain some sort of competitive
advantage.
In a very competitive environment a static
resource based group of assets does not provide a
change for the organization to adapt, so the proposed
framework takes into consideration this dynamism.
The organization is evaluated by its performance, that
is measured in the model though the evolutionary fit,
that has two measures: market and technical fit. This
measure makes the organization aware of its resource
assets, in terms of integration, coordination and
reconfiguration. This process is only possible due to
the dynamic capabilities possessed by the company,
ranging from sensing, seizing and maintaining
competitiveness.
7 CONCLUSION
This paper’s objective was to propose a
framework for studying dynamic capabilities in a more
structured way, that is, having a more elaborate support
from strategy theory. As it was mentioned, dynamic
capabilities have a central role in strategy research.
However, there is not a mature core to support ideas
and prevent it from being tautological (VOGUEL and
GUTTEL, 2013). So, this paper explored the
relationship between dynamic capabilities, Miles and
Snow’s competitive model, and evolutionary fit.
One can conclude that the resources a
company has are going to be reconfigured to sense,
seize opportunities and maintain competitiveness or
even to make changes. Although the focus of this paper
was on some specific factors, the framework can be
useful to research the focus of different aspects and
factors that affect firms’ capabilities in creating and
sustaining competitive advantages. Other interesting
characteristics of the framework are: it consistently
integrates models and concepts already tested in the
current literature; it can be used at different levels of
analysis and with different focuses; it provides the
context for specific analyses (for example, the role of
leading firms in the creation and sustainability of
competitive advantages); its “general” conception
allows incorporating new elements of analysis or the
exploration of new knowledge concerning its
constituent elements; and, finally, it provides the basis
and the proper context for the analysis of an isolated
dynamic capability (i.e., the relational capability).
In order to evaluate the effectiveness and
efficiency of the model, it should undergo empirical
tests. However, empirical research on resources and
capabilities is still in its infancy (Zaidi and Othman,
2012), despite a significant growth in the past few
years. Most empirical studies are longitudinal and
qualitative, based on single or multiple case studies.
These studies have discovered a wide range of firm and
industry specific process and capabilities. These
findings are the basis of theory building on this area.
Our model highlights a firm’s strategy process
as the “starting point” in defining the process by which
dynamic capabilities come to existence. We hope that
other scholars take up the challenge of further
exploring and testing these ideas.
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