Senior Leadership and Lessons Learned in the Australian Defence Organisation

Baškarada, Saša; Watson, Jamie; Cromarty, Jason

doi:10.4018/978-1-4666-6453-1.ch013

Cited by 3 publications

(2 citation statements)

References 88 publications

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“…Associating discontinuous and incremental adaptation with explorative and exploitive innovation (March, 1991) suggests that these two aspects stand in relative tension. In view of that the preferred approach may be determined with reference to environmental threats and opportunities (Baškarada et al , 2014). Focusing on flexibility and speed at the same time may result in frequent discontinuous change.…”

Section: What Is Organizational Agility?mentioning

confidence: 99%

The 5S organizational agility framework: a dynamic capabilities perspective

Baškarada

Koronios

2018

IJOA

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Purpose Although there is widespread agreement that organizational agility is increasingly becoming critical to achieving sustained competitive advantage, there is little consensus on what exactly constitutes organizational agility, or how it may be assessed and improved. The purpose of this paper is to contribute toward operationalization of the organizational agility construct through a high-level conceptual framework grounded in dynamic capabilities. Design/methodology/approach This is a conceptual paper that presents a new organizational agility framework, which draws from, and builds on, the existing literature. Findings This paper defines organizational agility as rapid, continuous and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and/or maintaining competitive advantage. The 5S Organizational Agility Framework proposes five dynamic capabilities (sensing, searching, seizing, shifting and shaping) underpinning organizational agility. Originality/value The framework presented in this paper contributes toward operationalization of the organizational agility construct.

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Section: What Is Organizational Agility?mentioning

confidence: 99%

The 5S organizational agility framework: a dynamic capabilities perspective

Baškarada

Koronios

2018

IJOA

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“…El cuarto eje es la orientación al logro en el liderazgo ambidextro. Los resultados organizacionales se alcanzan en la medida que el líder comprende las lecciones existentes que soportan la explotación, y las nuevas lecciones que permiten focalizarse en la exploración, manteniendo un equilibrio de las acciones necesarias para alcanzar los objetivos estratégicos (Baskarada, Watson, & Cromarty, 2014). Porque el liderazgo ambidextro es considerado como una condición clave para el éxito que alcancen las empresas de mercados emergentes que se aventuran por explorar economías avanzados y los cambios que ellas traen (Chebbi, Yahiaoui, Vrontis, & Thrassou, 2017).…”

Section: Los Temas Centrales De Liderazgo En La Literatura Sobre Ambi...unclassified

Revision Del Estado Del Arte Del Liderazgo en La Gerencia Ambidextra

Ocampo-Flórez

2024

Eficiencia

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a revisión bibliográfica que se presenta a continuación se concentra en el liderazgo en el ambidextrismo (o ambidiestrismo) organizacional y gerencial, que irrumpe como opción para la gerencia en la Industria 4.0. Tiene como objetivo identificar las resignificaciones que se presentan en el liderazgo en organizaciones que enfrentan la paradoja de la explotación y exploración, en el marco de la innovación incremental y radical. Para tratar el tema, se toma la literatura especializada publicada entre el año 2014 y 2019 que se encuentra en la Base de Datos Scopus, y que trata el tema del liderazgo. Entre los hallazgos se encuentra el surgimiento del concepto de liderazgo ambidextro, contrastado con el transformacional transaccional, que se soporta en cinco ejes, empezando por el comportamiento de apertura y cierre como esencial para la actuación del líder. El segundo eje se concentra en el liderazgo de los procesos de cambio en ambientes de explotación y exploración. El tercer eje es la orientación al logro en el liderazgo. Y el cuarto eje es la creatividad y el desempeño innovador. El hallazgo final son los temas que sufren un desplazamiento en el interés del ejercicio del liderazgo organizacional en el caso de temas como motivación, control, riesgo y cultura, que pasan a ser temas menores en la literatura estudiada.

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Strategic management of multi-business portfolios in the public sector

Baškarada

Hanlon

2017

JAMR

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Purpose The purpose of this paper is to adapt the traditional corporate portfolio management approach to the strategic management of multi-business portfolios in the public sector. Design/methodology/approach The approach presented in this paper is based on a research project conducted within the Defence Science and Technology Group, Australian Department of Defence. It was developed iteratively and incrementally over the course of one year with a reference group comprising 15 middle management representatives and several members of the senior management team. Findings The approach developed comprises a multi-stage process and an assessment framework designed to capture the complexity of the problem space, build a strategic narrative, and facilitate senior leadership decision-making. The process is aimed at eliciting the required information, promoting contestability of the results, ensuring appropriate consultation, and ultimately achieving senior leadership consensus on priorities. The assessment framework is used to assess and visualize the balance of organizational capabilities. Originality/value By synthesizing and visualizing information on past performance and future potential, the approach presented in this paper may be used to facilitate strategic decision-making by senior management in the public sector.

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Senior Leadership and Lessons Learned in the Australian Defence Organisation

Cited by 3 publications

References 88 publications

The 5S organizational agility framework: a dynamic capabilities perspective

The 5S organizational agility framework: a dynamic capabilities perspective

Revision Del Estado Del Arte Del Liderazgo en La Gerencia Ambidextra

Strategic management of multi-business portfolios in the public sector

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