Exploring adaptability in organizations

Abstract

Purpose The purpose of this paper is to contribute to the development of a new perspective on adaptive strategy design. It examines the concept of adaptive advantage, as such a new perspective, and seeks to improve its understanding and application. The study of its origins leads to a solid comprehension of the concept and the proposal of a certain company profile. This could serve as a foundation for further research and as benchmark for companies trying to be more responsive to change and ultimately more resilient. Design/methodology/approach Three theories of the area of adaptability, namely, organization ecology, corporate demography and complexity-based thinking, have been studied conducting a review of the relevant literature of each one. After drawing out the individual contributions, a definition of adaptive advantage is offered and the question about its implementation in an organization is posed. Consequently, indicators of the three elements impacting adaptability, innovation culture, decision-making style and accumulated experience are measured in a sample of “old” and innovative firms. In order to do so, three questionnaires have been used, resulting in a case description of an archetype of adaptive companies. Findings It is shown that the expected elements are present, but in a lesser degree than expected. In conclusion, the trial study shows a pattern of “old,” innovative firms, whose cultures promote innovation, are analytic and adaptive in their decision making and have relatively high levels of accumulated experience. Originality/value This general review improves the comprehension of a complex concept currently under debate in the field of strategic planning. It explains the areas of the firm implicated in the achievement of adaptive advantage and tries to clarify a practical application of the concept.

Stability and Flexibility of the Organizational Culture after the Transition of Economy—The Case of Serbia

“…The indices of the adaptability trait are: creating change, customer focus and organizational learning [7] (p. [2][3][4][5][6][7][8][9][10][11][12]. Similarly, Ramon and Koller [16] (p. 843) explain organizational adaptive capability " as a dynamic process of continuous learning, which permits an increase in firm innovation, leading to the potential for the company to create the change through innovation".…”

Delving the impact of adaptability and government support in small‐and medium‐sized enterprises business resilience: The mediating role of information technology capability

“…This is also implied that information technology capability act as a complement to enhancing SMEs business resilience. Firm adaptability will allow them to adopt a more flexible structure and/or system in response to external conditions and positively adjust to challenging business conditions for success, and survival (Tejeiro Koller, 2016;Zhou et al, 2022). Reeves and Deimler (2012) For adaptability, SMEs could adopt high-performance work systems (HPWSs) that provide more autonomy or empower their employees to have certain degree of decision-making power.…”

Model of Culture for Innovation

“…Innovation culture is considered to be an intangible strategic resource [27] which leads to increased adaptability. As such, it generates adaptive advantages as it promotes collaboration and interaction with the environment of the company [29].…”

“…Adaptive capacity is defined as the combination of factors which permit a company to learn and adapt nimbly to a changing environment and even allow for the prediction of the said changes [99]. Thus, the culture which most effects innovation is most highly adaptable [29].…”