Towards a Dynamic Model of Organisational Flexibility

Sopelana, Amaia; Kunc, Martin; Hernáez, Olga Rivera

doi:10.1007/s11213-012-9274-4

Cited by 25 publications

(19 citation statements)

References 14 publications

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“…Absorptive capacity is regarded as important for firm innovation and performance and has been a hot topic in the field of strategy and organization for more than two decades (Barta et al 2016 ; Huang et al 2015 ; Sopelana et al 2014 ; Vasudeva and Anand 2011 ). The dynamic nature of absorptive capacity is one of the major research areas in this field (Cohen and Levinthal 1990 ; Mäkinen and Vilkko 2014 ; Todorova and Durisin 2007 ; Zahra and George 2002 ), and two main research streams exist.…”

Section: Introductionmentioning

confidence: 99%

Absorptive capacity, technological innovation, and product life cycle: a system dynamics model

Zou

Guo

2016

SpringerPlus

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BackgroundWhile past research has recognized the importance of the dynamic nature of absorptive capacity, there is limited knowledge on how to generate a fair and comprehensive analytical framework. Based on interviews with 24 Chinese firms, this study develops a system-dynamics model that incorporates an important feedback loop among absorptive capacity, technological innovation, and product life cycle (PLC).ResultsThe simulation results reveal that (1) PLC affects the dynamic process of absorptive capacity; (2) the absorptive capacity of a firm peaks in the growth stage of PLC, and (3) the market demand at different PLC stages is the main driving force in firms’ technological innovations. This study also explores a sensitivity simulation using the variables of (1) time spent in founding an external knowledge network, (2) research and development period, and (3) knowledge diversity. The sensitivity simulation results show that the changes of these three variables have a greater impact on absorptive capacity and technological innovation during growth and maturity stages than in the introduction and declining stages of PLC.ConclusionsWe provide suggestions on how firms can adjust management policies to improve their absorptive capacity and technological innovation performance during different PLC stages.

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Section: Introductionmentioning

confidence: 99%

Absorptive capacity, technological innovation, and product life cycle: a system dynamics model

Zou

Guo

2016

SpringerPlus

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“…Strategic action flexibility refers to capability for deployment of diverse strategic options in response to business environmental changes (Sopelana, Kunc, & Herna'ez, 2014;Zahra, Hayton, Neubaum, Dibreil & Craig, 2008). The degree of diversity of strategic options that a firm can deploy and the speed to which the firm can shift between these options has been positively related to firm performance (Sopelana et al, 2014;Nadkarni & Narayanan, 2007;Nadkarni & Herrmann, 2010;Mom, Van Den Bosh, & Voberda, 2009;Cingoz, 2013).…”

Section: Strategic Flexibilitymentioning

confidence: 99%

TMT Cognitive Capability and Organizational Outcomes: A Theoretical Review

Mutinda¹,

Kilika²

2019

IBR

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Extant strategic management literature has followed two divergent paradigms. One is based on the tenets of industrial organization theory and argues that strategic decision making and action is purely a chance affair because the industry environment determines whether an organizational will survive or not and that the decisions and actions of the organizational players have no role at all. The second paradigm is based on the Resources Based View (RBV) and argues that organizational strategic choice and action is purely a resources, capability and competence deployment affair. Even though recent scholarship in strategic management has attempted to integrate the two paradigms to explain organizational strategic decision making and outcome, it is however yet to put forward a theoretical model explaining how the two paradigms integrate. In this paper, the authors bring on board a managerial cognitive capability perspective to play the role of a catalyst that blends the two paradigms together in explaining organizational outcomes. The paper reviews extant conceptual, theoretical and empirical literature and builds a case for a theoretical model linking TMT cognitive capability and organizational outcomes in the context of both industry environment dynamics and internal organization dynamics. The study identifies key organization outcomes resulting from the deployment of TMT cognitive capability as strategic choice, strategic flexibility and organizational performance while the key contextual factor that condition the outcomes include industry velocity and organizational characteristics. Based on the postulates of several underpinning theories, the paper identifies a phenomenon arising from deployment of TMT Cognitive Capability in the context of dynamic business environments and proposes a theoretical model that raises several implications for future empirical work.

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“…As Fiss (2007) (Kunc and Morecroft, 2010). Possible number of interconnections between resources and resource groupings can be extremely high, so configurations can be a source of considerable complexity endogenously rooted in organizations, while at the same time structurally coupled with the external environment (Kauffman, 1995;Kauffman et al, 2000;Robertson and Caldart, 2008;Sopelana et al, 2013). Organizations as dynamic, nonlinear systems, are formed by connections and interaction of components to creating the performance outcomes (Merry, 1999;Levinthal and Warglien, 1999;Rivkin and Siggelkow, 2007).…”

Section: Configurations: Anticipation Of Resource Configurationsmentioning

confidence: 99%

Foreseeing the Dynamics of Strategy: An Anticipatory Systems Perspective

Kazakov

Kunc

2015

Syst Pract Action Res

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The paper explores firms as complex anticipatory systems which construct dynamic strategic configurations based on anticipation of their future possible states within the competitive environment.We argue that firm's performance depends on a) its strategy making process based on anticipation, and (b) its managerial capabilities which effectuate the anticipatory process in the following four stages: search across anticipated "what-if" resource configurations, the articulation and conversion of their meaning, and the finding and evolution of strategic patterns and courses of action for environmental fit.We performed an in-depth exploratory study with a group of senior managers in a pharmaceutical firm to uncover diverse anticipatory capabilities. The study was based on the development and re-assessment of a product market strategy for a new drug launch without and with the use of a simulation-based learning environment. The results show the existence of heterogeneous anticipatory process, which we name Search-Articulate-Find-Evolve (SAFE) of alternative resource configuration sets (ARCS), determining the managerial dynamic capabilities.

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Towards a Dynamic Model of Organisational Flexibility

Cited by 25 publications

References 14 publications

Absorptive capacity, technological innovation, and product life cycle: a system dynamics model

Absorptive capacity, technological innovation, and product life cycle: a system dynamics model

TMT Cognitive Capability and Organizational Outcomes: A Theoretical Review

Foreseeing the Dynamics of Strategy: An Anticipatory Systems Perspective

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