Organizational Meta Capabilities in the Digital Transformation Era

Abstract

When migrating to Industry 4.0, organizations face the need to adapt to a new context characterized by high levels of uncertainty and complexity. The main driving force in this process are the meta-competencies that ensure high competitiveness and innovativeness. However, their content, classification levels, intersections, and development potential under the influence of digitalization are insufficiently covered by the literature. This article attempts to fill this gap by analyzing the impact of new technologies on meta-competences. It presents a conceptual model based on the assumption that the degree of digitalization enhances the effects of the interaction between the top-level meta-competencies - Foresight, strategic flexibility, and ambidextrousness. Additional factors, the inclusion of which in the model will allow for a better study of the nature of the relationship under consideration, are proposed.

Sustainable supply chain management practices, dynamic capabilities and competitive advantage: Evidence from Bangladesh ready‐made garments industry

“…For instance, the literature indicates that CA is influenced by factors such as strategic flexibility, ambidexterity, leadership type, and so forth. (Razzak et al, 2022). Hence, theoretically justified moderators need to be tested, in order to determine if the strength of the relationships between the variables are influenced by such moderators.…”

“…The theory of DC or the DCV developed by Teece et al (1997), was both an extension to and a reaction against the limitations of the RBV, to interpret the development and redevelopment of resources and capabilities to address rapidly changing business environments (Bali et al, 2018). DCV moves the discourse passed the limited notion offered by RBV that sustainable CA is based on a firm's ability to acquire valuable, rare, inimitable, and nonsubstitutable resources (Newbert, 2008; Razzak et al, 2022).…”

“…The role of managers in organizations has been a priority topic in the field of strategic management and can be traced back to the works of Barnard, Penrose, and Mintzberg among others (Johnson et al, 2007). However, in recent times, the managerial role has also become of interest to academic researchers of DC (Razzak et al, 2022). For instance, DC researchers are concerned with how managerial capabilities of firms can sustain and enhance their CA, notably when facing changing environments (Linde et al, 2021; Teece, 2014).…”

“…Management literature indicates that organizations are primarily driven by the goal of achieving economic sustainability (Henri & Journeault, 2010; Razzak et al, 2022). The first set of priorities for any business manager is to ensure healthy cash flow, profit margins at least at par with industry benchmarks, sufficient return on investment for shareholders, continuous performance improvement in products and processes, and achievement of sustainable CA (Ketchen & Jult, 2011; Li & Liu, 2014).…”

“…However, in recent times, the managerial role has also become of interest to academic researchers of DC (Razzak et al, 2022). For instance, DC researchers are concerned with how managerial capabilities of firms can sustain and enhance their CA, notably when facing changing environments (Linde et al, 2021;Teece, 2014).…”