Abstract:Organizations competing in hypercompetitive marketplaces have two possible paths to potential success. They can attempt to transform traditional bureaucracies into more nimble, adaptable, and resilient entities, which clearly is the path most traveled. Or they can try pathbreaking, which involves adopting a completely different organizational paradigm: the complexity-based agile enterprise (C-bAE). C-bAEs have no a priori hierarchies, no a priori organizational structures, and no a priori business strategies. … Show more
“…It also enables firms to improve their flexibility, responsiveness, and reforming their practices and relations at both internal and external levels (Bak & Stair, ). The e‐business setting further indicates the necessity for implementing latest technologies as well as employing different quality or productivity edges, thus reengineering practices to achieve cost‐effectiveness and flexibility on the growing customers' demands (Dyer & Ericksen, ). In such dynamism, where e‐business models can be imitated and not be viewed as enduring for long‐run sustainability (Porter, 2001), there is a necessity for sustainable competitiveness through appropriate strategic positioning which would provide managers with value‐added gain (Banker et al, ).…”
The aim of this paper is to investigate the usability and applicability of Porter's generic strategies in the current e‐business environment. In this paper, a review of Porter's generic strategies was conducted to recognise the limitations and weaknesses of the model, which prevent its effective application in the e‐business environment. To do so, a case study approach on three pure online firms, e.g., Amazon, e‐bay and Google was employed. The findings acknowledged the application of Porter's generic strategies to pure online firms in order to achieve competitive advantage and proved the positive impact of generic strategies on firms' performance. The paper suggests that although cost leadership strategy is able to generate greater performance, pursuing a differentiation strategy can be more worthwhile and sustainable for pure online firms compared to cost leadership strategy. This research contributes to existing research by suggesting Porter's generic strategies as a valid and viable model for pure online firms which operate in the current e‐business environment.
“…It also enables firms to improve their flexibility, responsiveness, and reforming their practices and relations at both internal and external levels (Bak & Stair, ). The e‐business setting further indicates the necessity for implementing latest technologies as well as employing different quality or productivity edges, thus reengineering practices to achieve cost‐effectiveness and flexibility on the growing customers' demands (Dyer & Ericksen, ). In such dynamism, where e‐business models can be imitated and not be viewed as enduring for long‐run sustainability (Porter, 2001), there is a necessity for sustainable competitiveness through appropriate strategic positioning which would provide managers with value‐added gain (Banker et al, ).…”
The aim of this paper is to investigate the usability and applicability of Porter's generic strategies in the current e‐business environment. In this paper, a review of Porter's generic strategies was conducted to recognise the limitations and weaknesses of the model, which prevent its effective application in the e‐business environment. To do so, a case study approach on three pure online firms, e.g., Amazon, e‐bay and Google was employed. The findings acknowledged the application of Porter's generic strategies to pure online firms in order to achieve competitive advantage and proved the positive impact of generic strategies on firms' performance. The paper suggests that although cost leadership strategy is able to generate greater performance, pursuing a differentiation strategy can be more worthwhile and sustainable for pure online firms compared to cost leadership strategy. This research contributes to existing research by suggesting Porter's generic strategies as a valid and viable model for pure online firms which operate in the current e‐business environment.
“…These characteristics reflect the network, environmental aspects and the goal-oriented focus of a CNO. These characteristics could operate on different levels, which can be classified as: (1) Participants level, (2) Context level and (3) the Marketplaces level [18]. The current body-of-knowledge provides various examples of CNOs.…”
“…This step within the confrontation process resulted in an ordered schema of main and sub characteristics. Characteristics could operate on different levels, being: Participants; Context; ECO-Systems [18]. We categorized the characteristics on these specific levels to synthesize our list.…”
Section: Table 1 Search Queries On Research Componentsmentioning
Increasing market dynamics rapidly change the business landscape. Collaboration amongst organizations is a common way to cope with these dynamics. Achieving a state of Business/IT-alignment (BITA) within Collaborative Networked Organizations (CNOs) appears to be a valuable endeavor. Therefore, this paper investigates CNO characteristics, as a basis, to incrementally design BITA artifacts that facilitate CNO-dynamism. Via a structured literature review and an expert session, we synthesized a list of 6 main and 22 sub-characteristics for CNOs. This list provides more detailed characteristics than we found in the literature. We also discuss the importance of the characteristic "Dynamic and self-regulating network" and the need for new BITA models that can cope with the dynamics.
“…Finally, by serving a change agent role, HR departments can promote employee adaptation to internal shifts caused by external environmental changes. Over time, strategic involvement of HR departments could help firms in a hypercompetitive and complex environment to create a series of temporary competitive advantages and path‐breaking business outcomes (Dyer and Ericksen ). If strategic involvement of an HR department is a rational choice for firms facing environmental uncertainty, theoretically, as environmental uncertainty increases, firms may be more likely to expand the roles of their HR departments towards more strategic positions.Hypothesis 2: Environmental uncertainty is positively related to the strategic involvement of an HR department.…”
Section: Theoretical Development and Hypothesesmentioning
This study draws on contextual theories to determine when strategic involvement of human resource (HR) departments is required in organisations. From institutional and contingency theories, some internal and external circumstances of organisations are considered contextual factors on how to structure the role of their HR departments. Using a multisource dataset collected from 300 large South Korean firms, our regression analysis indicates that the strategic involvement of an HR department is related to normative pressures, the industrial relations climate, and environmental uncertainty. Our work provides theoretical implications for the context‐bound understanding of the role of an HR department and practical guidelines for effective role fulfilment of an HR department according to organisational contexts.
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