Organizational endogenous development: the micro-foundations, opportunities and real options perspective

Abstract

The paper presents significantly salient issues in the field of strategic management in terms of organizational endogenous development understood as the concept integrating three areas. Consequently, the research questions of the paper are as follows: (1) Is it possible to describe a strategy of contemporary organizations assuming their endogenous development? (2) What constitutes the fundamentals of organizational endogenous development? and (3) How do those fundamentals affect organizational endogenous development? Hence the aim of the paper is to enrich the strategic management field and consequently to present the elements of the triad: socio-psychological managerial characteristics (predictors, SMC)-opportunities (O)-real options (RO) in terms of strategic management and to endeavour by the means of that triad, to answer the research questions. The method that has been used is extensive literature review, therefore inference is deductive. The first section presents opportunities as potential determinants of organizational endogenous development. The real options concept constituting the support for implementing opportunities approach has been described in the second section. Then, socio-psychological managerial characteristics as the micro-foundations of organizational endogenous development have been emphasized and presented. Finally, the conclusion with final remarks, limitations, and research directions has been presented.

Perancangan Model Peningkatan Kinerja Pada PT. Bank ANZ Indonesia

“…Total Performance Scorecard Rampersad (2003) dalam (Krupski et al, 2017) menyatakan Total Performance Scorecard (TPS) merupakan kumpulan penilaian kinerja secara terintegrasi dimana didefinisikan sebagai proses sistematis perbaikan, pengembangan, dan pembelajaran yang bersifat berkesinambungan, bertahap, dan rutin, yang terpusat kepada perbaikan kinerja pribadi dan organisasi secara berkelanjutan. Ketiganya terkait erat dan harus dijaga keseimbangannya, TPS mencakupa seluruh kesatuan misi dan visi organisasi, peran kunci, nilai inti, faktor penentu keberhasilan, tujuan, tolok ukur kinerja, target, serta tindakan perbaikan, dan juga proses hasil perbaikan, pengembangan, dan pembelajaran yang bersinambung dimana merupakan konsep gabungan dari Total Quality Management, Competence Management, Balanced Scorecard, Personal Balanced Scorecard.…”

Between Sustainable and Temporary Competitive Advantages in the Unstable Business Environment

“…Strategic management treats business environment variability as a critical determinant of strategy development [10,11] and this means implementing the strategy by continually seeking the possibility of adapting the organization to changing external and internal conditions [12]. The critical strategic management assumptions are related to long-term management [13,14] and active future creation of organizations, and then include [15]: (1) focus on the life-long development of the organization;…”

Relations in the Interorganizational Networks

“…On the one hand organisations more and more become competitors to each other, especially if they serve to the same customers with the same service or goods (Kulhánek and Sulich, 2018), but on the other hand they are interconnected to each other (Strużyna & Stańczyk-Hugiet, 2019) because of geographical location, supply chain and distribution channels (Austen, 2013b;Harary, 2018). In the effect of many turbulent situations (Grudziński & Sulich, 2018;Krupski et al, 2017) coming from business environment organisations try to also cooperate to use more effective possessed actives and to gain more funds (Organa, 2018;Siu & Wilson, 2007). This theoretical article aims to explain the role of relations in the interorganisational networks, which allow between management in contemporary practices of organizations and value in their development based on trust (McKnight, 2014;Strategor, 2001;Wirth, 2005).…”