Business leadership strategies under tenuous economic conditions

Jaroudi, Hicham; Hammoud, Mohamad Saleh

doi:10.1504/ijams.2019.103707

Cited by 1 publication

(1 citation statement)

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“…It signifies that threat sensing is a leadership capability that should be observed at the highest leadership level. This finding aligns with Jaroudi and Hammoud (2019), who investigated leadership strategies under tenuous economic conditions and found that successful leadership strategies comprised awareness building and change management.…”

Section: Strategy-induced Actions With Implications On Bank Resiliencesupporting

confidence: 88%

Strategy-induced organisational resilience through dynamic resource orchestration

Ahmed¹,

Kilika

Gakenia³

2022

IJRBS

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Dynamic Capabilities View (DCV) has an illustrious history of having dominated strategic management thinking for more than two decades now (Bleady et al., 2018). However, its pillars have since begun to quake in the wake of growing cataclysmic episodes, which have made it the subject of intense scrutiny by the scholarly community. The DCV view typifies adaptive properties as strategic agility, whose essence is value creation through innovative products and novel business models instead of incremental improvement of existing models and products (Wójcik, 2015). It is instructive to note that the DCV evolved from the Resource-Based View's (RBV's) notion of Valuable, Rare, Inimitable and Non-substitutable (VRIN) resources, signaling that theory development in the strategic management space is an infinite evolutionary process characterised by continuous shifts in conceptualisation (Bleady et al., 2018; Schilke et al., 2018). However, the thinking that informed the development of DCV is increasingly being challenged by the growing realisation that every competitive advantage has a shelf-life (Wójcik, 2015). A defense of DCV is nonetheless offered by Helfat et al. (2009), who argue that fast-paced environments are not necessarily always disruptive, and as such, the continued currency of DCV cannot be downplayed.

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Section: Strategy-induced Actions With Implications On Bank Resiliencesupporting

confidence: 88%