The 5S organizational agility framework: a dynamic capabilities perspective

2018 ◽  
Vol 26 (2) ◽  
pp. 331-342 ◽  
Author(s):  
Saša Baškarada ◽  
Andy Koronios
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Evolutionary Adaptation ◽  
Organizational Agility ◽  
Content Type ◽  
Sustained Competitive Advantage ◽  
Widespread Agreement ◽  
Conceptual Paper ◽  
High Level

Purpose Although there is widespread agreement that organizational agility is increasingly becoming critical to achieving sustained competitive advantage, there is little consensus on what exactly constitutes organizational agility, or how it may be assessed and improved. The purpose of this paper is to contribute toward operationalization of the organizational agility construct through a high-level conceptual framework grounded in dynamic capabilities. Design/methodology/approach This is a conceptual paper that presents a new organizational agility framework, which draws from, and builds on, the existing literature. Findings This paper defines organizational agility as rapid, continuous and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and/or maintaining competitive advantage. The 5S Organizational Agility Framework proposes five dynamic capabilities (sensing, searching, seizing, shifting and shaping) underpinning organizational agility. Originality/value The framework presented in this paper contributes toward operationalization of the organizational agility construct.

scholarly journals Capacity building for sustained competitive advantage: a conceptual framework

2016 ◽  
Vol 34 (5) ◽  
pp. 671-691 ◽  
Author(s):  
S. M. Riad Shams
Keyword(s):  
Economic Development ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Capacity Building ◽  
Dynamic Capabilities ◽  
Relevant Literature ◽  
Content Type ◽  
Sustained Competitive Advantage ◽  
Rapid Changes ◽  
Socio Economic Development

Purpose – Capacity building is a crucial antecedent for socio-economic development. However, an enhanced capacity that is difficult to develop could quickly be eroded, because of rapid changes in competitive forces in industries and markets. Therefore, this paper intends to analyse the extant strategic management and relationship marketing (RM) literature that deal with competition. Eventually, the purpose of this paper is to develop an alternative route for capacity building process that could sustain competitive advantage in a market or industry, which encounters rapid changes in business competition. Design/methodology/approach – An inductive constructivist approach is followed to support arguments, in order to develop a synthesis from the relevant literature to reinforce the current understandings on capacity building and sustained competitive advantage. Findings – An influence of RM on strategic organisational dynamic capabilities (DCs) is recognised, which appears as significant to sustain DCs and subsequent competitive advantage. Based on this influence, this paper proposes a conceptual framework of capacity building that could survive through the “valuable, rare, inimitability and non-substitutability” test, which is fundamental to sustain competitive advantage. Some empirical insights are developed, in support of this conceptual framework. Practical implications – For research and practice, these insights will be useful to focus on specific attributes in capacity building to sustain the enhanced capacity’s competitive advantage over time, across industries and markets. Social implications – Similarly, the insights will be instrumental to sustain the benefit of capacity building to underpin socio-economic progress. Originality/value – The paper proposes a much needed initial conceptual framework for capacity building to sustain competitive advantage of a hard-earned capacity for socio-economic development.

The challenges of organizational agility (part 1)

2017 ◽  
Vol 49 (1) ◽  
pp. 6-14 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Rafael Calla ◽  
Dany Desautels ◽  
Lisa Hasan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
High Speed ◽  
Dynamic Capabilities ◽  
Environmental Changes ◽  
Continuous Change ◽  
Organizational Agility ◽  
Content Type ◽  
Operational Activities ◽  
Traditional Structures

Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this two part paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely, that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.

Factors in driving sustained economic growth

2018 ◽  
Vol 34 (8) ◽  
pp. 18-20
Keyword(s):  
Economic Growth ◽  
Competitive Advantage ◽  
Design Methodology ◽  
Reading Time ◽  
High Quality ◽  
Content Type ◽  
Model Driven ◽  
The Core ◽  
Sustained Competitive Advantage ◽  
Pertinent Information

Purpose This paper aims to review the factors in Germany’s economic growth and attributes these to the Mittelstand model driven by Hidden Champions. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Germany’s economic growth can be attributed to the “Mittelstand” model combined with the core strategies of the “Hidden Champions” – manufacturing high quality premium products to dominate market niches, creating and sustaining a highly-skilled labor force and investing in science and technology to maintain a sustained competitive advantage. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The challenges of organizational agility: part 2

2017 ◽  
Vol 49 (2) ◽  
pp. 69-74 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Rafael Calla ◽  
Dany Desautels ◽  
Lisa N. Hasan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
High Speed ◽  
Dynamic Capabilities ◽  
Environmental Changes ◽  
Continuous Change ◽  
Organizational Agility ◽  
Content Type ◽  
Operational Activities ◽  
Traditional Structures

Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.

The interplay between brand and business model architectures:a conceptual grid

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marc Logman
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Theoretical Perspective ◽  
Content Type ◽  
Cyclical Process ◽  
Conceptual Paper ◽  
Management School ◽  
Theory Generation ◽  
Research Domains

PurposeThis conceptual paper studies how brand and business model architectures interact.Design/methodology/approachConfronting the literature on brand and business model architectures, a “problematizing review” perspective is taken in this article. To develop the conceptual framework, a cyclical process of theory generation based on a literature review and empirical evidence is used. Various interaction options between a brand and business model architecture are discussed in detail and illustrated with practical examples.FindingsThe conceptual grid allows positioning each brand and business model architectural move in a coherent way, emphasizing the alignment challenges of each positioning option. This study also sheds another light on “dynamic capabilities,” as companies not only need to mix, remix and orchestrate business model architecture decisions, but at the same time align these decisions with brand architecture decisions.Originality/valueBy confronting and integrating two research domains, a novel higher-order theoretical perspective is obtained. In this sense it contributes to a management school of thought that is more integrative and deals better with today's more complex and dynamic reality, in which business model and brand decisions cannot be taken independently.

Developing an effective interfirm partnership

2019 ◽  
Vol 35 (2) ◽  
pp. 13-15
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Organizational Slack ◽  
Manufacturing Strategy ◽  
Content Type ◽  
Sustained Competitive Advantage ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Companies that form associations with other firms can become better positioned to achieve sustained competitive advantage. Adopting a clearly defined manufacturing strategy should help ascertain what type of interfirm linkage to pursue. Alignment between strategy and linkage can be further strengthened by using appropriate organizational slack resources. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The relationship between dynamic capabilities and firm competitive advantage

2016 ◽  
Vol 28 (4) ◽  
pp. 431-448 ◽  
Author(s):  
Lolita Jurksiene ◽  
Asta Pundziene
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Theoretical Explanation ◽  
Research Literature ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
Mediating Role ◽  
Conceptual Paper ◽  
New Perspective ◽  
The Relationship

Purpose Dynamic capabilities and organizational ambidexterity are closely related concepts. Unfortunately, there is still a lack of understanding about the relation between the two. This paper aims to offer a theoretical explanation of the relationship between dynamic capabilities, organizational ambidexterity and firm competitive advantage. The authors find that organizational ambidexterity may be considered as a mediator in the relationship between dynamic capabilities and firm competitive advantage. Therefore, this paper contributes theoretically to the authors’ understanding of the relationship between organizational ambidexterity and dynamic capabilities with regard to firm competitive advantage. Design/methodology/approach In this conceptual paper, the review of research literature on dynamic capabilities and organizational ambidexterity is presented. Theoretical analysis is followed by theoretical prepositions that should be subsequently tested empirically. Findings By considering dynamic capabilities and organizational ambidexterity related to competitive advantage, this paper provides a new perspective on concepts’ relationship. The theoretical findings described in this paper suggest that organizational ambidexterity plays a mediating role in the relationship between dynamic capabilities and firm competitive advantage. Research limitations/implications Further research are required to develop organizational ambidexterity and dynamic capabilities theories, focusing more on the relation to competitive advantage. Additional testing is necessary to empirically validate the propositions given in this paper. Originality/value Based on theoretical findings, this paper clarifies the relationship between dynamic capabilities and organizational ambidexterity concepts. Theoretical findings described in this paper also determine the guidelines for further theoretical and empirical research within the fields.

scholarly journals The applicability of Grant’s framework in the dynamic digital age

2015 ◽  
Vol 27 (6) ◽  
pp. 656-678 ◽  
Author(s):  
Mona Rashidirad ◽  
Ebrahim Soltani ◽  
Hamid Salimian ◽  
Yingying Liao
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Theoretical Foundation ◽  
Dynamic Environment ◽  
Digital Age ◽  
Internal Factors ◽  
Resource Based View ◽  
Content Type ◽  
Strategic Resources

Purpose – This paper aims to investigate the applicability of Grant’s framework in the current changing and dynamic environment. Design/methodology/approach – In this paper, a critical review of Grant’s paper was conducted to identify the limitations and weaknesses of the framework, which prevent its effective application in the current digital age. Findings – As a result, this paper presented a modified framework and four propositions to consider dynamic capabilities in the new turbulent environment and extend the relationships between a firm’s resources, capabilities, dynamic capabilities, competitive advantage and competitive strategy. Findings tied to this initiative will provide important contributions to research. Originality/value – Rooted in resource-based view (RBV), the proposed framework puts forward a valid theoretical foundation on how to create a competitive advantage from a firm’s internal factors, including strategic resources, capabilities and dynamic capabilities. Furthermore, it contributes to RBV literature by considering dynamic capabilities, as the firms’ most crucial factors in the current dynamic digital market.

Trust and being “worthy” – the key to creating wealth

2017 ◽  
Vol 36 (8) ◽  
pp. 1076-1086 ◽  
Author(s):  
Cam Caldwell ◽  
Ken Kalala Ndalamba
Keyword(s):  
Competitive Advantage ◽  
Value Creation ◽  
Critical Condition ◽  
Design Methodology ◽  
Content Type ◽  
Conceptual Paper ◽  
Call Capacity

Purpose The purposes of this paper are to present a clear model for understanding trust by integrating the diverse viewpoints in the trust literature and to explain how that model enables individuals and organizations to optimize their ability to create value and sustain competitive advantage. Design/methodology/approach This is a conceptual paper that integrates the perspectives of many widely regarded scholars and links trust with value creation in organizations. Findings The paper builds on previously established conditions essential to creating trust but suggests that trustworthiness requires an integrative quality which we call “capacity” that enables those who seek to lead to translate trust into action. That integrative quality is the key to effective execution for individuals and organizations. Originality/value Trust is widely acknowledged to be both a critical condition for successful organizations but a missing commodity in many leader-follower relationships. The paper offers insights for scholars and practitioners about the importance of leaders earning trust by being worthy of their followers’ commitment and cooperation.

scholarly journals Millennial cultural consumers: co-creating value through brand communities

2014 ◽  
Vol 4 (1/2) ◽  
pp. 119-135 ◽  
Author(s):  
Sue Vaux Halliday ◽  
Alexandra Astafyeva
Keyword(s):  
Design Methodology ◽  
Knowledge Development ◽  
Brand Community ◽  
Content Type ◽  
Brand Communities ◽  
Art And Culture ◽  
Managerial Implications ◽  
Community Theory ◽  
Conceptual Paper ◽  
Research Propositions

Purpose – The purpose of this paper is to conceptualise millennial cultural consumers (MCCs) to bring together strands of consumer theory with branding theory to consider how to attract and retain younger audiences in arts organisations. Within that the authors single out for attention how “brand community” theory might apply to MCCs. Design/methodology/approach – This paper is a conceptual paper that reviews and comments on concepts relevant to helping arts organisations develop strategies to attract and retain younger consumers in their audiences. Findings – Thoughtful conceptual insights and four research propositions for further work by academics and/or practitioners on Millennials and the art and culture world are derived from this review and commentary. Managerial implications are also drawn out. Originality/value – This paper contributes to the knowledge development of such concepts as value and brand communities. It also provides an explanation of these concepts conncecting academic thought on value with pressing management challenges for arts organisations, suggesting ways to apply brand community thinking to innovatiely conceptualised MCCs.

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