Dynamic capabilities in the “new normal”: a study of organizational flexibility, integration and agility in the Peruvian coffee supply chain

Purpose Considering the unprecedented supply chain disruptions due to the COVID-19 pandemic, especially in the agri-food sector, the possession of dynamic capabilities (DCs) – particularly, the need for higher agility – seems to be the key to survival in highly uncertain environments. This study aims to use the dynamic capability view (DCV) theory to analyze how three key supply chain capabilities – organizational flexibility, integration and agility – should be combined to obtain the desired supply chain performance. Design/methodology/approach The authors designed a conceptual model in which the relationships between these three key capabilities and supply chain performance were hypothesized. The model was first tested through partial least square regression using survey data collected from 98 members of the Peruvian coffee supply chain. A fuzzy-set qualitative comparative analysis (fsQCA) was conducted to uncover how DCs could be combined in successful supply chain configurations. Findings The authors show that organizational flexibility is a driver of higher agility in agri-food supply chains, together with external and internal supply chain integration, that have a direct impact on agility, which positively affects supply chain performance. Higher levels of supply chain agility are necessary but insufficient to guarantee high performance, as sufficiency is reached when both integration (internal and/or external) and agility are present. Originality/value This study represents a pioneering attempt to apply the DCV theory to agri-food supply chains – characterized by many sources of uncertainty. All the DCs are included within the same model and the joint use of PLS regression and fsQCA provides evidence about the relationships between DCs and how they can empower agri-food supply to obtain the desired performance.

Strategic Drift and Organizational Culture in Oil and Gas Company of Nigeria

The main purpose of this study was to examine the impact of strategic drift on organizational culture in the oil and gas company of Nigeria. The study used a survey research design. The primary method of data collection was employed for the study. A quantitative approach and multiple regression analysis were adopted for testing the hypotheses. Findings from the study revealed that strategic resilience, organizational flexibility and managerial culture have significant and positive relationships with organizational culture in the Oil and Gas Company of Nigeria, while has not significantly impacted the organizational culture in the Oil and Gas Company of Nigeria. The paper provides that strategic managers of the oil and gas companies in Nigeria need to build and improve on strategic resilience capability. The managers of oil and gas companies should encourage the widespread use of formal and informal organizational flexibility as a strategy to meet business, individual needs and good culture for sustainability. The research provides some contributions in theory and strategic management. The paper has provided insight for management thinking in terms of strategic drift and organizational culture in the Oil and Gas companies of the developing economy which has not been studied in the previous literature.

The role of social capital in augmenting strategic renewal of SMEs: does entrepreneurial orientation and organizational flexibility really matter?

PurposeThe objective of this study is to evaluate the key issues that how social capital augments the initiation of strategic renewal through the mediating role of entrepreneurial orientation and the moderating role of organizational flexibility. In the context of Small and Medium Enterprises (SMEs) of developing economies, the study developed and tested the theoretical model of strategic renewal for analyzing its major outputs.Design/methodology/approachThis study utilized cross-sectional design and employ quantitative approach. The data were collected from the owner, managers and executive directors of pharmaceutical SMEs of Pakistan. The study used statistical analysis of correlation and regression for the analysis of data.FindingsThe study discovered that entrepreneurial orientation mediates the positive relationship of social capital and strategic renewal. Moreover, high organizational flexibility strengthens the association between social capital and strategic renewal of SMEs.Originality/valueThis research contributes to the body of knowledge by providing empirical evidence that how to thrive the mechanism of strategic renewal. The study further provides understanding of the effects of organizational social capital, entrepreneurial orientation and organizational flexibility on strategic renewal.

Organizational Flexibility of Academic Libraries in a Vuca Reality: The Example of the Functioning of Libraries During the Covid-19 Epidemic

Thesis / purpose of the article – The aim of the article is to present management solutions used in academic libraries in a changing and unpredictable environment, on the example of the functioning of units during the lockdown period caused by the COVID-19 epidemic, which lasted from March 12 to the beginning of June 2020. Research method – Research was conducted among the directors of Polish academic libraries using an online survey as a research tool. Results and conclusions – The research analysis shows that academic libraries showed considerable organizational flexibility during the lockdown period, especially in terms of changing duties, forming plans “just in time”, extending the scope of services and organizing large-scale remote and rotational work. Some libraries have also changed decision-making processes. This is the first such study of the functioning of academic libraries during the lockdown period.

Influence Mechanism of Organizational Flexibility on Enterprise Competitiveness: The Mediating Role of Organizational Innovation

Organizational success heavily relies on the competitiveness of products and services under rapidly changing market conditions. This enterprise competitiveness becomes more critical for project-based enterprises as modernization of the Chinese construction industry creates greater challenges and uncertainty in construction operations, which determines the sustainable advantages of enterprises to a certain degree. Traditional wisdom focuses on cost efficiency, asset differentiation, and service performance to gain competitive advantages. This paper explores the influence of organizational flexibility and organizational innovation on enterprise competitiveness for Chinese construction organizations. A designed structured questionnaire was developed and conducted targeting the project-based enterprises in China’s construction industry and is accompanied by a structural equation modeling analysis. Results indicate a positive impact of organizational flexibility on enterprise competitiveness along with a mediation role of organizational innovation. The study concludes that new organizational strategies are required for Chinese project-based enterprises to maintain enterprise competitiveness in order to realize the sustainable development of enterprises.