Focusing on strategic agility and business model concepts, the present paper proposes a framework for recognising common strategies, activities and paths to business model reconfiguration developed through the activation of a set of micro-capabilities. We argue that successful companies nurture specific capabilities in order to act proactively and to reach strategic agility and direct these to specific key elements of the business model (building blocks), thus enabling the renewing of the entire business model. \ud The methodology is a multiple case study analysis of four successful companies in different industries. We identified three main classes of capabilities for strategic agility and we explored which ones are valid and how they can be activated in a company’s business model through an in-depth within-case and cross-case analysis. \ud Results show that strategy innovation capabilities could be focused on motto and value offer, research and development and social responsibility building blocks; resource capitalisation capabilities on education and knowledge, management and human resource building blocks, and networking capabilities on branding and retail and network building blocks.\ud From a literature point of view, we contributed to the ongoing debate about business model change and critical capabilities, by investigating the “black box” of business models. From the practical point of view, the linkage between capabilities and the building blocks of the business model is important in order to capitalise on resources and time, focusing on specific actions and specific areas of the business model
Purpose – The purpose of this paper is to present a methodology to assess the experiential learning processes of learning lean in an innovative learning environment: the lean model factories. Design/methodology/approach – A literature review on learning and lean management literatures was carried out to design the methodology. Then, a case study methodology was used to test the framework. Findings – The methodology permitted to asses learning processes and course contents of educational dynamics carried out in model factories and to theoretically ground such learning processes. The test showed that learning lean management is supported through a complete coverage of the eight phases of the learning path. Research limitations/implications – The methodology contributes to the literatures of lean management and experiential learning, proposing a methodology of assessment. Part of the framework could also be applied to other disciplines. Practical implications – The methodology could be used for two purposes: to design training courses or to assess existing experiential learning courses. Originality/value – Due to its intrinsic complexity, learning literature presents few practical framework or tools. Among them, none have provided practical and theoretical-based advice on how to use experiential learning precepts to teach lean management.
Purpose – Managing organizations in complex environments is a major challenge. Complexity is not only due to the external environment (market and/or technological turbulence) but also to the internal configuration and specificities. A recent stream of studies in organizational literature suggested that organizations should develop and deploy specific capabilities for facing complexity, namely dynamic capabilities. This means becoming more flexible. The paper aims to discuss these issues. Design/methodology/approach – This paper proposes four main capabilities to face four dimensions of complexity. It then investigates if it is more appropriate to focus on a specific capability when facing higher levels of a specific dimension of complexity. The research methodology is a multiple case study in seven different organizational units of the same super-store corporate. Findings – Data showed some important results. First of all, internal complexity is unit specific rather than corporate or industry specific. Moreover, it can derive not only from unpredictability and rate of change, but also from variety of elements and their interactions. All these elements form complexity. Internal complexity is characterized by four main elements: uncertainty, dynamicity, diversity and interdependence. Finally, for each of these elements, different organizational strategies are used: in case of uncertainty, for example, a strategy used by the companies is the sharing of information and the development of redundancy. Originality/value – Originality lies in linking different capabilities with different dimensions of internal complexity
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