How R&amp;D Staff’s Improvisation Capability Is Formed: A Perspective of Micro-Foundations

He, Hui; Bai, Yan; Gao, Junguang; Xie, Jiaxin

doi:10.3389/fpsyg.2020.551970

Cited by 3 publications

(3 citation statements)

References 85 publications

(144 reference statements)

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“…Additionally, the so-called MO means acquiring resources in the external market, which is also similar to Sirmon et al ( 2007 )'s “acquiring.” Furthermore, this research regards MO and LO as important factors in building global dynamic capabilities, which means that even though the organization uses internal or external relationships to realize resource accumulation and acquisition, it must query and recombine this channel to equip itself with unique marketing ability. The ambidextrous organizational culture of MO and LO emphasizes the involvement and participation of employees, which is aligned with the viewpoint that global dynamic capabilities are achieved by knowledge integration and through the innovative behavior of employees (Meyer et al, 2010 ; Liu et al, 2019 ; He et al, 2020 also indicated that the capability cultivation of an organization comes from the accumulation of operation and interaction by knowledge and the psychological characteristics of all employees in the internal process of the organization. Thus, norms formed by a strong culture will strengthen the social network among employees, which is more conducive to improving the efficiency of learning the application and knowledge of new technologies (Peng, 2020 ).…”

Section: Discussionmentioning

confidence: 80%

The Impact of Global Dynamic Capabilities on Governance Structure Choice of Partnership: The Moderating Effect of Ambidexterity

2021

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Research on multinational inter-organizational relationships has demonstrated that the capabilities of small and medium sized enterprises (SMEs) can be developed via partnerships, but at present, we lack studies that relate the development of such capabilities to the management of business governance structure. This study provides a new perspective on internationalized SME marketing strategies in the global context. Using a dynamic capability view of firms, the study develops hierarchical regression models linking global dynamic capabilities and governance structure. This study empirically verifies the research framework from 206 internationalized SME Taiwanese firms. The results confirm previous studies that indicate positive correlations between market orientation, learning orientation, and global dynamic capabilities. The results also indicate that the development of global dynamic capabilities impacts the choice of governance structure in firms. Our study suggests that internationalized SMEs strategically manage their autonomy and strategic options by choosing combinations of different relationship types while they decide to develop global marketing capabilities and global design capability, or both. The study also found that market orientation and learning orientation act as enabling mechanisms for building global dynamic capabilities.

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Section: Discussionmentioning

confidence: 80%

The Impact of Global Dynamic Capabilities on Governance Structure Choice of Partnership: The Moderating Effect of Ambidexterity

2021

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“…There is a link between strategic improvisation and company performance in times of emergency and crisis. When the immediate survival of a company is in question, long-term strategies lose effectiveness and management resort to improvisational processes [ 55 , 56 , 57 , 58 ].…”

Section: Discussionmentioning

confidence: 99%

Business Model Adaptation to the COVID-19 Crisis: Strategic Response of the Spanish Cultural and Creative Firms

Peñarroya-Farell

Miralles

2022

Journal of Open Innovation: Technology, Market, and Complexity

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Surviving in a humanitarian disaster such as the COVID-19 pandemic is a big challenge for micro, small, and medium-sized enterprises in all industries. Furthermore, cultural and creative firms face additional challenges. Many of those firms have survived the effects of the pandemic by proposing redesigned business models that have brought new added value in response to environmental hostility; they have strategically responded to the crises by adapting their business model. According to the extant literature, in VUCA (volatile, uncertain, complex and ambiguous) environments, dynamic capabilities are developed to detect and seize new opportunities and reconfigure the company’s assets. However, in very hostile environments, such as the COVID-19 crisis, the dynamic capabilities approach fails to explain the firm owners’ strategic decisions. A cross-case comparative analysis of ten micro and small firms in Spain’s cultural and creative industries has been conducted to examine how enterprises adapted to the COVID-19 crisis and the different organizational capabilities they implemented. This work proposes a new framework that postulates that business model adaptation is better understood under the emergency management theory and improvisational capability, instead of only under the dynamic capabilities lens. Organizational proximity in the diffusion of innovations under the open innovation paradigm is also critical to understanding the business model adaptation. From an academic perspective, this article enriches the current understanding of business model asdaptation by micro, small, and medium-sized enterprises in very hostile environments. The new framework intends to offer managers concrete guidelines about systematically adapting their business models in hostile situations.

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“…Top management should realize that improvisation is not immanently positive or negative; thus, this aspect does not guarantee a positive outcome (He, 2020). Therefore, the management must create a supportive environment that allows members to believe they will not be embarrassed or penalized when applying an improvisational approach.…”

Section: Strategies To Cultivate Organizational Improvisation Capabilitymentioning

confidence: 99%

Does organizational resilience matter? Fix it through improvisation!

Shela

Ramayah

Ahmad

2023

DLO

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Purpose This study explores the potential role of improvisation capability in enhancing organizational resilience. Additionally, this paper unravels novel strategies to support the development of organizational improvisation capability. Design/methodology/approach An in-depth review of the latest development of organizational resilience and improvisation provided insight into the linkages between the concepts. The current literature gap provides reasons to discuss the latest strategies to foster improvisation capability to amplify organizational resilience. Findings This study identifies the pertinent role of improvisation capability in amplifying organizational resilience and discusses various feasible strategies to cultivate organizational improvisation capability. Originality/value This research provides valuable insights to help organizations remain resilient in a disruptive environment. The study also offers cutting-edge strategies to nurture improvisation capability as a way forward to drive organizational resilience.

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How R&D Staff’s Improvisation Capability Is Formed: A Perspective of Micro-Foundations

Cited by 3 publications

References 85 publications

The Impact of Global Dynamic Capabilities on Governance Structure Choice of Partnership: The Moderating Effect of Ambidexterity

The Impact of Global Dynamic Capabilities on Governance Structure Choice of Partnership: The Moderating Effect of Ambidexterity

Business Model Adaptation to the COVID-19 Crisis: Strategic Response of the Spanish Cultural and Creative Firms

Does organizational resilience matter? Fix it through improvisation!

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