scholarly journals Dynamic capabilities in strategic choice processes within organisations

Management ◽  
2017 ◽  
Vol 21 (1) ◽  
pp. 7-19
Author(s):  
Kazimierz Krzakiewicz ◽  
Szymon Cyfert
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
The Other ◽  
Theoretical Construct ◽  
Methodological Framework ◽  
Strategic Choices ◽  
Predominant Role ◽  
Choice Processes ◽  
Management Literature

SummaryDynamic capabilities are an essential theoretical construct that is useful for understanding the phenomenon of competition. Still, in spite of the apparent popularity of this subject, the existing management literature could do with more studies into processes that shape dynamic capabilities.The purpose of this article is to systematise different approaches to the dynamic capabilities concept as they are found in the existing literature, with a particular focus on its relevance to modern-day organisations as a tool to increase their competitiveness. The other goal is to discuss two issues that are critical to the dynamic capabilities concept. Firstly, what are the conditions for the predominant role of dynamic capabilities in the area of strategic management? Secondly, can the dynamic capabilities concept be treated as an underlying theoretical and methodological framework for strategic choices in modern-day organisations?

scholarly journals The role of opportunity-sensing and learning processes in shaping dynamic capabilities in Polish enterprises

Management ◽  
2016 ◽  
Vol 20 (1) ◽  
pp. 277-291 ◽  
Author(s):  
Szymon Cyfert ◽  
Kazimierz Krzakiewicz
Keyword(s):  
Dynamic Capabilities ◽  
Learning Processes ◽  
Theoretical Construct ◽  
Management Literature ◽  
Opportunity Sensing

Summary Dynamic capabilities are an essential theoretical construct that is useful for understanding the phenomenon of competition. However, even though dynamic capabilities and issues relating to them seem to enjoy large popularity, the existing management literature lacks studies into processes that shape dynamic capabilities. This article attempts to outline the concept of dynamic capabilities and presents the authors’ proposed configuration of the processes that shape dynamic capabilities. A discussion then follows of the results of research into the opportunities-sensing and learning processes and how they shape dynamic capabilities in Polish enterprises.

scholarly journals Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Vol 3 (4) ◽  
Author(s):  
Hebron L. Adoli ◽  
◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

scholarly journals The Role of Psychic Distance In Internationalization Strategy Evaluations and Strategic Choices

1970 ◽  
Vol 33 (1) ◽  
pp. 17-48
Author(s):  
Stephen Horner ◽  
Daniel Baack ◽  
Donald Baack
Keyword(s):  
Information Processing ◽  
Strategic Management ◽  
Conceptual Framework ◽  
International Markets ◽  
Individual Experience ◽  
Psychic Distance ◽  
Strategic Choices ◽  
Marketing Literature ◽  
Internationalization Strategy

This analysis examines views of the term “psychic distance” and its application to the strategic choice process and managerial arrangements in international operations. It offers a background and conceptual framework of psychic distance, which stresses individual experience as part of the process. Individual experience is explored in terms of its components and through the use of information processing models that appear in the marketing literature. Next, applications to strategic management are made with regard to the choice to enter specific international markets, modes of entry selected, and the managerial structures that will be established.

scholarly journals A Proposed Framework of Corporate Entrepreneurship in Government-linked Companies

2019 ◽  
Vol 10 (2) ◽  
pp. 234
Author(s):  
Harry Entebang
Keyword(s):  
Firm Performance ◽  
Strategic Management ◽  
Entrepreneurial Orientation ◽  
Strong Relationship ◽  
Corporate Entrepreneurship ◽  
External Factors ◽  
The Other ◽  
Public Enterprises ◽  
Internal And External Factors

The growth of public enterprises or government-linked companies (GLCs) has been phenomenal over the years. However, the performance of GLCs remains a major concern. On the other hand, past studies have postulated that there is a strong relationship between corporate entrepreneurship (CE), entrepreneurial orientation (EO) and firm performance. Despite this, viewing GLCs’ performance in the context of CE or EO has received minimal attention among strategic management and entrepreneurship scholars. This paper highlights and discusses the performance of GLCs within the context of CE. Given the role of EO as a direct predictor while proposing CE internal and external factors as moderators of the EO-CE performance relationship in GLCs, a proposed framework of CE within the context of GLCs in Malaysia is proposed.

Sport as a catalyst for cooperation: Why sport dialogue between the two Koreas succeeds in some cases but not in others

2013 ◽  
Vol 16 (3) ◽  
pp. 307-324 ◽  
Author(s):  
Giwoong Jung
Keyword(s):  
Strategic Choice ◽  
The Other ◽  
The Political ◽  
Strategic Choices ◽  
History Of

There is a wide belief that sport has a positive utility in the diplomatic arena and can be used as a catalyst for cooperation. The very instrumental effectiveness of sport gave a birth to the idea that sport can be used effectively to promote contact between or among hostile countries. This idea was adopted by the governments of the two Koreas and a sport agenda was used as a pretext for initiating official dialogues between the two countries. Throughout the history of South–North dialogues, we can find some cases of success and other cases of failure. Some successful dialogues brought concrete results of cooperation, while other unsuccessful dialogues ended only as pre-steps that did not develop into cooperation or negotiation. Thus our attention should go to two directions. One is “what is the main force which drove the two Koreas to open a sport dialogue?” The other is to find out “why sport dialogues between the two Koreas succeed in some cases but not others”. This article aims to review the role of sport as an instrument or a catalyst for cooperation. The author divides the whole period of dialogues into several phases and examines the role of sport. After reviewing the success and failure of dialogues, the author argues for sport to be used as a tool for dialogue, the strategic choice of the actors being the prerequisite. The author emphasizes that strategic choices made by the governments of the two Koreas play an important role when casting sport as an instrument to develop relations, which is explained with the framework of simple 2 × 2 games. In line with this, this article explores the strategic thoughts of the two Koreas by reviewing the political intentions, situations of the time, contextual connectivity and strategic thinkings of two Koreas.

Theory of the Firm and Strategic Management

2013 ◽  
pp. 131-146 ◽  
Author(s):  
M. Storchevoy
Keyword(s):  
Economic Theory ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Theory Of The Firm ◽  
Capabilities Approach ◽  
Positioning Theory ◽  
Resource Based View ◽  
Knowledge Based ◽  
Management Literature

M. Storchevoy. Theory of the Firm and Strategic Management The paper considers the approaches to the theory of the firm developed by strategic management scholars: positioning theory, resource-based view, dynamic capabilities approach, knowledge-based view, strategic theory of the firm, as well as open innovations theory. The author shows how the ideas of these scholars correspond to the economic theory of the firm and demonstrates that there is little ground for existence of an autonomous “strategic theory of the firm”, but some concepts from strategic management literature may expand and enrich the economic theory of the firm.

Standing on the shoulders of strategic management giants to advance organizational project management

2013 ◽  
Vol 7 (1) ◽  
pp. 61-77 ◽  
Author(s):  
Nathalie Drouin ◽  
Kam Jugdev
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Lessons Learned ◽  
Research Experience ◽  
Resource Based View ◽  
Content Type ◽  
Management Domain ◽  
Management Literature ◽  
Practical Implications

Purpose – The purpose of this paper is to examine relevant issues within the strategic management domain related to concepts and terms used within the resource-based view and dynamic capabilities (DC) theory. The paper explains how these theories from strategic management can be translated for organizational project management (OPM). The paper also shares lessons learned by the co-authors as used in project management. Design/methodology/approach – Based on a literature review and research experience of co-authors, the paper bridges two theories from the strategic management field to OPM and demonstrates conceptual challenges experienced. Findings – From a translational perspective, the paper outlines how theories from strategic management can be adopted to OPM. Since OPM is evolving, there is merit in drawing from a solid theoretical foundation such as those found in strategic management. Research limitations/implications – This paper is conceptual and makes a case for further empirical research using strategic management literature. Only recently has research in project management raised the important topic of translating knowledge from more established fields (the giants) to project management research. Practical implications – Strategic management theories offer insights that can be leveraged to make OPM environments more effective through improved research foundations. Originality/value – By critically exploring and assessing the resource-based view and DC bodies of literature, this paper's value rests in applying learnings from these fields to OPM and to develop a clearer understanding of concepts and emphasize their importance.

scholarly journals DYNAMIC CAPABILITIES, CREATIVE ACTION, AND POETICS

2017 ◽  
Vol 57 (3) ◽  
pp. 264-272
Author(s):  
Donald MacLean
Keyword(s):  
Dynamic Capabilities ◽  
Strategic Behavior ◽  
Strategic Change ◽  
The Other ◽  
Alternative Form ◽  
Full Understanding ◽  
Real People ◽  
Social Creativity ◽  
The One

ABSTRACT Research on dynamic capabilities explores how businesses change enables enterprises to remain competitive. However, theory on dynamic capabilities still struggles to capture novelty, the essence of change. This study argues that a full understanding of strategic change requires us to sharpen our focus on real people and experiences; in turn, we must incorporate other faculties, which almost always operate alongside our logical ones, into our theory. We must pay more attention to the "non-rational" sides of ourselves-including, but not limited to, our imaginations, intuitions, attractions, biographies, preferences, and aesthetic faculties and capabilities. We argue that all such faculties, on the one hand, are central to our abilities to comprehend and cope with complexity and, on the other hand, foster novel understandings, potential responses, and social creativity. This study introduces the possibility of an alternative form of inquiry that highlights the role of poetic faculties in strategic behavior and change.

scholarly journals Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Author(s):  
Hebron L. Adoli ◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

scholarly journals How market orientation induces small business performance: The role of strategic fits

2021 ◽  
Vol 23 (1) ◽  
pp. 55
Author(s):  
Quang-Huy Ngo
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Market Orientation ◽  
Small Businesses ◽  
Business Performance ◽  
Mediating Effects ◽  
Management Literature ◽  
Theory Of Organization ◽  
Small Business Performance

The purpose of this study is to shed light on how strategic fits between market orientation and the prospector strategy leads to higher performance of small businesses in Vietnam. This study draws from the contingency theory of organization to propose that strategic fits in small businesses represent by prospector strategy's mediating effects on the link between market orientation and these small businesses' performance. Data collected from 161 small businesses in Vietnam was examined. PLS-SEM was used to assess the research framework. The results reveal that the fit between market orientation and the prospector strategy, represented by the full mediating effects of this strategy, is essential to determine the performance improvement of small businesses in Vietnam. For the findings, this study provides some practical implications for small business owners in Vietnam. This study also contributes to the strategic management literature by providing empirical evidence, which suggests the strategic fits between prospector strategy and market orientation induces performance. This study also overcomes the limitations relating to the proposals of the analytic framework to assess strategic fits. Lastly, this study extends to strategic management literature by examining the role of strategic fit in small businesses' contexts.

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