A Dynamic Capabilities Perspective on the Strategic Management of an Industry Organisation

Abstract

This paper provides perspectives on organisational effectiveness and a theoretical rationale for the strategic development of an industry organisation (association). A qualitative approach using case study and grounded theory was adopted in this study. Semi-structured interviews were held with the leadership and an expert group of stakeholders to explore perspectives on the strategic development of the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial viability, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). While the research approach may limit generalisability, the study suggests that the dynamic capabilities perspective provides the much needed theoretical rationale that can be an aid to management endeavouring to build competitive industry organisations.

Role of Cognitive Style of a Manager in the Development of Tourism Companies’ Dynamic Capabilities

“…(Singh et al 2013); a necessary condition for the creation and improvement of knowledge transfer system which is supported, expands or destroys itself (Prieto and Easterby-Smith 2006); "guide", which ensures the development of organizational capabilities by changing the company's main resource base (Ahenkora and Adjei 2012); the mechanism of organizational learning that can be seen as the operational capacity and allows you to understand the complex / new situations and, as a result, to generate the ideas that allow one to modify an existing behavior and procedures (Bustinza et al, 2010); an essential element of asset accumulation, which is knowledge-based (Vivas López, 2005); factor, a "predecessor" of functional competencies that have a strong impact on the results of any activities (Protogerou et al 2008). …”

Creating Sustained Strategic Capabilities Through Organisational Dynamic Capabilities and Strategies: A Case Study of Rubber Wood Export Industry in Thailand

“…Using strategic learning capabilities as part of a holistic process creates a continuous organisational behavioural process (Baath & Wallin, 2014;Moncrieff, 1999). Factors of strategic upgrading, such as technological resources being built, are new capabilities in research, development, and cost reduction (Doordarshi, Jaspreet, & Inderpreet, 2013;Ahenkora, 2012;Parnell, 2011;Sanchez, 2012). Finally, there is a relationship between dynamic strategies and performance (Ogilvie, 1998;Feurer & Chaharbaghi, 1995;Cappel, Wright, Wyld, & Miller Jr., 1994;Mintzberg & Waters, 1985).…”

Business Intelligence as a Source of Competitive Advantage in SMEs: A Systematic Review

“…Five main challenges are identified in the literature for which organisations should overcome to be a strategically data-driven enterprise (McAfee, Brynjolfsson and Davenport, 2012). These five challenges (shown in Table 3) demonstrate that access to, and familiarity with, data analytics is not merely a matter of possessing dynamic technical capabilities (Ahenkora and Adjei, 2012;Chang, 2012). Borrowing from Vidgen, Shaw and Grant (2017), and merging the four-dimensional model of organisation change (Nerur, Mahapatra and Mangalaraj, 2005) the following table elaborates on the five main challenges facing the organisation.…”