Nokia and Strategic Agility: A Postscript

Doz, Yves; Kosonen, Mikko

doi:10.1525/cmr.2011.53.4.154

Cited by 32 publications

(40 citation statements)

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“…Proactive recruitment and training of a diverse range of individuals, as well as the design of team membership minimises issues such as ''groupthink'' and blindness to external trends (Ely and Thomas 2001;Pfeffer 1985), and embeds an open-system approach central to corporate sustainability. Doz and Kosonen (2011) point to mistakes made by the ''new'' Nokia top team who had all ''grown professionally within the telecom context and were to an extent hostage to it'' (p. 155), with none having a background in or recognition of the competitive threat or opportunity of internet services businesses. This lack of cognitive diversity made them blind to the fundamental changes in the telecoms industry.…”

Section: Theorising Practices and Processes: Corporate Sustainabilitymentioning

confidence: 99%

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

2017

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Corporate sustainability introduces multiple tensions or paradoxes into organisations which defy traditional approaches such as trading-off contrasting options. We examine an alternative approach: to manage corporate sustainability with a paradoxical lens where contradictory elements are managed concurrently. Drawing on paradox theory, we focus on two specific pathways: to the organisation-wide acceptance of paradox and to paradoxical resolution. Introducing the concept of strategic agility, we argue that strategically agile organisations are better placed to navigate these paradox pathways. Strategic agility comprises three organisational meta-capabilities: strategic sensitivity, collective commitment, and resource fluidity. We propose that strategically agile organisations draw on strategic sensitivity and collective commitment to achieve organisation-wide acceptance of paradox, and collective commitment and resource fluidity to achieve paradoxical resolution. For each of these meta-capabilities, we identify three organisational practices and processes specifically related to corporate sustainability that organisations can leverage in pursuit of strategic agility. We offer a conceptual framework depicting the strategic agility metacapabilities, and associated practices and processes, which organisations draw on to successfully manage corporate sustainability with a paradoxical lens.

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Section: Theorising Practices and Processes: Corporate Sustainabilitymentioning

confidence: 99%

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

2017

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“…The systematic analysis of the literature reveals a shift in the research focus over time. While in earlier times agility as a whole was considered in the enterprise (Gunasekaran 1998(Gunasekaran , 1999Sharifi and Zhang 1999;Yusuf et al 1999;Zhang and Sharifi 2000), in the recent past, the research focus has been more on specific forms of agility, such as workforce agility (Alavi et al 2014;Qin and Nembhard 2010;Sumukadas and Sawhney 2004;Van Oyen et al 2001), supply chain agility (Chen 2019;Eckstein et al 2015;Naim and Gosling 2011), information systems agility (Lyytinen and Rose 2006;Rabah et al 2015), and strategic agility (Doz and Kosonen 2011;Fourné et al 2014;Lewis et al 2014;Morton et al 2018;Shin et al 2015;Weber and Tarba 2014). However, the research fails to consider how the various forms of agility in the enterprise then work together to increase the overall agility level of the organization.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Organizational agility: ill-defined and somewhat confusing? A systematic literature review and conceptualization

Walter

2020

Manag Rev Q

174

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Superior business performance is a central objective of any firm in an unpredictable environment. Organizational agility (OA) constitutes one option for prospering in this environment. Although research confirms a positive effect of OA on business performance, studies show conceptual imprecision. I systematically review and compile previous findings and provide a coherent view of OA. A search in three databases yielded a final sample of 75 articles. From a qualitative analysis, I identify four agility categories: agility drivers, agility enablers, agility capabilities, and agility dimensions. Based on findings from each category, I develop a conceptual map of OA that (i) connects the agility categories and clarifies how they work, and (ii) proposes a framework for the tasks and responsibilities of management within an agile organization. As part of the conceptualization, I also consider the business environment and the impact of an increased OA level. Viewed from a dynamic capability perspective, changing internal and external agility drivers necessitate the development of agility capabilities. These are realized by a specific set of interdependent enablers. Within this concept of an agile organization, management assumes various responsibilities, in particular, engaging in monitoring and decision-making functions. Conceptual clarity of OA at the organizational level facilitates a systematic development of agility research and provides guidance for practitioners. This article contributes to agility research by integrating insights from various research streams on OA. By highlighting the close ties to strategic management and the derivation of a model to agile management, this research also contributes to strategic management research.

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“…66 For example, Nokia dropped its own heavily criticized Symbian platform for smart phones in favor of Microsoft's Windows Mobile platform to potentially increase performance of future products. 67 …”

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confidence: 99%

From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development

Florén

Frishammar

2012

California Management Review

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Front-end activities largely influence the outcomes of new product development processes, because it is here that firms create new ideas, give them direction, and set them in motion. We show that the front end can be understood as comprising three core activities: idea/concept development, idea/concept alignment, and idea/ concept legitimization, which allow firms to create corroborated product definitions. This article provides important implications for managers interested in front-end management. It devotes specific attention to the differences between incremental and radical front-end development and to the front end in the light of increasingly open innovation processes.

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Nokia and Strategic Agility: A Postscript

Cited by 32 publications

References 0 publications

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

Organizational agility: ill-defined and somewhat confusing? A systematic literature review and conceptualization

From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development

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