Adaptive organizational resilience: an evolutionary perspective

McCarthy, Ian P.; Collard, Mark; Johnson, Michael

doi:10.1016/j.cosust.2017.07.005

Cited by 81 publications

(43 citation statements)

References 37 publications

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“…As a summary of all that we have explicated, with no doubt, we acknowledge the importance of separately considering, as has mostly been done to date, all the CEO attributes reviewed in this article and further discussed in this section. At the same time, however, we do believe that, in the future, how these attributes coevolve [89][90][91][92][93] will be the pivotal research question to address if both scholars and practitioners want to improve their understanding of how CEOs behave and how their behaviour can impact on the sustainability of corporate performance [94,95]. In particular, we think that an associated important question will be that of understanding the coevolutionary relationships between the attributes above and the different environmental systems in which CEOs are chosen, behave, and are, eventually, fired.…”

Section: Discussion Implications and Limitationsmentioning

confidence: 85%

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Abatecola

Cristofaro²

2019

Sustainability

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What CEO attributes can improve corporate sustainability? In this regard, what do superstar CEOs, e.g., Mark Zuckerberg, Jeff Bezos, Elon Musk, and Bill Gates, have in common? Also, did the personalities of Jeffrey Skilling and Kenneth Lay contribute to the crack in the US Enron Corporation early in this century? Why, as far as presidential elections are concerned, are some countries, more than others, more likely to vote for seemingly narcissistic politicians? In our practice-oriented review article, we aim to contribute to shedding new light on the challenging evidence continuously evolving around CEOs, in general, and around their effect on corporate sustainability, in particular. Two distinctive features represent the main “so-what” value of our work. First, each of the CEO attributes which we sequentially focus on (i.e., power, personality, profiles, and effect) is, at the beginning, not only separately considered but also associated with many recent examples from business life and from the “CEO world” at an international level. Second, from our analysis, we then derive a conceptual framework which, combining all these attributes into a unique body of knowledge, could be used as a potential starting point for future investigations in this challenging research area regarding the CEO/sustainability relationship. In this regard, we believe understanding how all the analysed attributes coevolve will represent a pivotal question to address if we want to enhance the scientific and practical understanding of CEO (sustainable) behaviour.

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Section: Discussion Implications and Limitationsmentioning

confidence: 85%

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Abatecola

Cristofaro²

2019

Sustainability

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“…Dual consideration of internal and external adaptation corresponds to the notion of co-evolution [18,19]. Following Hayek [32] and Williamson [30], external adaptation is in this context defined as the adjustment of strategic characteristics in response to external developments.…”

Section: External Adaptation By Farmer Cooperativesmentioning

confidence: 99%

An Exploratory Study of Cooperative Survival: Strategic Adaptation to External Developments

Grashuis

2018

Sustainability

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Farmer cooperatives have been portrayed in the literature as flawed and complex organizations with ambiguous objectives. However, research on the observed survival of farmer cooperatives in spite of their weaknesses and limitations is scarce, in part because academic attention to cooperative performance has been static and introspective. Using evidence collected from case studies and print media publications, this paper contributes to the literature with a qualitative study of farmer cooperatives which spurred survival and longevity by means of strategic adaptation in response to four current developments in the external environment: industry consolidation, consumer segmentation, price volatility, and policy change. The qualitative study concludes farmer cooperatives in general respond to such developments by means of organizational growth. Common strategies are vertical integration, geographic expansion, and portfolio diversification. While survival and longevity are promoted in theory, strategic adaptation also often facilitates the pursuit of investor-oriented as opposed to user-oriented objectives. In some scenarios, member ownership and control may become burdensome to the business and prompt conversion to another structure if further adaptation to internal and external developments is unsuccessful. More research is therefore needed to explore the dynamic and variable impact of strategy on cooperative survival.

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“…The excess can, more or less, influence the performance of single firms, according to how they react and adapt (e.g. Breslin, 2016;Cafferata, 2016;McCarthy, Collard, & Johnson, 2017;Paniccia & Leoni, 2017). For example, the strongest firms compensate for the reduction in global demand through an increase in their market shares; the weakest, instead, suffer a contemporaneous double reduction (i.e.…”

Section: Modelling Crisis Typologiesmentioning

confidence: 99%

Reviewing Corporate Crises: A Strategic Management Perspective

Abatecola¹

2019

IJBM

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How can be crises classified? What does the term “corporate crisis” mean? Corporate crises have always been a topic of tremendous interest for both the research in and practice of strategic management at an international level. Attention has been given to elaborating appropriate interpretative conceptualizations, together with implementing effective and efficient predicting and countervailing models. To date, scholars have seemingly reached consensus as to the meaning of crises. Conversely, identifying determinants and temporal dynamics still seems to be a lively question to address. This is why in this article we critically review the state of the art on the topic, from which we derive some important implications for the present and future research and practice in the strategic management field.

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Adaptive organizational resilience: an evolutionary perspective

Cited by 81 publications

References 37 publications

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Ingredients of Sustainable CEO Behaviour: Theory and Practice

An Exploratory Study of Cooperative Survival: Strategic Adaptation to External Developments

Reviewing Corporate Crises: A Strategic Management Perspective

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