Organizational speed as a dynamic capability: Toward a holistic perspective

Dykes, Bernadine J.; Hughes-Morgan, Margaret; Kolev, Kalin; Ferrier, Walter J.

doi:10.1177/1476127018804249

Cited by 50 publications

(45 citation statements)

References 86 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…(2015), Bengtsson and Johansson (2014), Boyd and Bresser (2008), Chen and MacMillan (1992), Dykes et al . (2018), Giachetti and Dagnino (2014), Giachetti and Lanzolla (2016), Giachetti et al . (2017), Hopkins (2003), Jha and Lampel (2014), Klarner and Raisch (2013), Luoma et al .…”

Section: Conceptual Map Of Tca Literaturementioning

confidence: 99%

See 1 more Smart Citation

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Dagnino

Picone

Ferrigno

2020

Int J Management Reviews

View full text Add to dashboard Cite

In many industries, the traditional sources of competitive advantage tend to evaporate fairly rapidly. Therefore, managers need to continually rethink and reformulate their firm strategies. Likewise, scholars have felt compelled to shift the traditional centre of attention from competitive advantage that is sustainable over time to a focus on how firms compete by achieving a series of temporary advantages. However, the proliferation of research on temporary competitive advantage, far from building a solid body of literature, has produced a series of fragmented studies. This condition calls for detecting the state of knowledge in this realm of strategic inquiry. By leveraging the present status of the literature on temporary competitive advantage, we offer a conceptual map of the current inquiry of the antecedents, management, and consequences of temporary competitive advantage. Then, we identify the key implications for strategy theory and discuss the major challenges for cultivating fertile territories in this intriguing area of research.

show abstract

Section: Conceptual Map Of Tca Literaturementioning

confidence: 99%

“…Dykes et al . (2018) emphasize three dimensions of speed. First, recognition speed is the rapidity with which managers weigh the opportunity to take a specific strategic move.…”

Section: Management Of Temporary Advantagementioning

confidence: 99%

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Dagnino

Picone

Ferrigno

2020

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…4. A változásképtelenség, azaz a GTK-s szervezetek dinamikus képességeinek (Danneels, 2016;Dykes et al, 2019;Kosztyán et al, 2018;Sebrek & Váradi, 2019; Te-ece et al, 1997) a teljes hiánya. A rossz beidegződések, az útfüggőség, az elavult szervezeti kultúra mind-mind a szervezeti képességek megújításának gátját képezik (Eisenhardt & Martin, 2000;Teece et al, 1997).…”

Section: A Magyar Rendszer Jellemzői éS Következményeiunclassified

A magyar gazdasági felsőoktatás egy nyugati doktori fokozattal rendelkező itthon oktató nézőpontjából – kitörési pontok beazonosítása és egy lehetséges cselekvési terv

Sebrek

2020

Veztud

View full text Add to dashboard Cite

Felismerve a magyar üzleti felsőoktatás átalakításának elodázhatatlanságát, a cikkben a szerző lefektet egy ehhez alapul szolgáló cselekvési tervet. Mivel egy ilyen tervhez a nyugati modell ismerete szükséges, a porteri tevékenységrendszeren keresztül ismerteti a haladó nyugati elvrendszer kulcstémáit a támogató tevékenységekkel egyetemben. Ezzel párhuzamosan bemutatja azt a kiemelkedő nyugat-európai doktori programot, ahol fokozatát szerezte. A kimunkált cselekvési terv főbb pontjait szervezeti, szakmaiságbeli és a doktori iskolákat érintő részekre osztja, kiemelt szerepet szánva egy új, érdemen alapuló kinevezési gyakorlat bevezetésének. Gyorsan megvalósítható intézkedés bevezetését is javasolja, például a Bolyai-ösztöndíj esetén meghatározott számú éves ösztöndíj odaítélését menedzsmenttudósoknak. A cikk útmutatásai és a levonható tanulságok relevánsak lehetnek a fő érintett csoportok -gazdaságtudományi karok dékánjai, intézetek és tanszékek vezetői, kancellárok és az illetékes állami minisztérium vezetése -számára. Kulcsszavak: magyar gazdasági felsőoktatás, nyugati modell, főbb tevékenységek és értékek, cselekvési tervRecognizing the undelayable nature of transforming the business higher education in Hungary, the author lays down in this article the foundations of an action plan. In order to so doing, one needs to deeply know the western model, for which he gives a description on the main themes and supporting activities through Porter's activity systems map. He also introduces a leading Western European doctoral program in management where he earned his PhD degree. The main points of the action plan cover organizational, professional and doctoral educational issues, with a distinguished role on introducing a widespread merit-based promotion practice. The author also suggests a couple of easily implementable actions, for instance the retailoring of the Bolyai scholarships to the needs of business science. The guidance and lessons to be drawn from this article are of relevance to main stakeholder groups, specifically to deans, heads of institutes and departments, chancellors and the ministry of education. Keywords: business higher education in Hungary, western model, main activities and values, action plan Finanszírozás/Funding:A publikáció alapjául szolgáló kutatást a Corvinus Institute for Advanced Studies (CIAS) támogatta.The publication is based on research supported by the Corvinus Institute for Advanced Studies (CIAS). Köszönetnyilvánítás/Acknowledgment:A szerző ezúton köszöni Primecz Henriett főszerkesztőnek, a két bírálónak, valamint Michalkó Gábornak és Vastag Gyulának a cikkel kapcsolatos észrevételeiket. További köszönettel adózom Dobos Imrének, Demeter Mártonnak, Havran Dánielnek, Kosztyán Zsoltnak, Losonci Dávidnak, Pérez Garrido Betsabének, Szabó Lajosnak és Zoltayné Paprika Zitának a magyar gazdasági felsőoktatással kapcsolatos beszélgetéseinkért. The author is grateful to Henriett Primecz (editor), two anonymous reviewers, Gábor Michalkó and Gyula Vastag for their excellent guidance and feedba...

show abstract

“…Competitive intensity is reflective of organizational capabilities associated with the speed and effectiveness with which the firm develops and executes out a set or series of competitive actions as it strives to create a series of temporary advantages (D'Aveni, Dagnino, & Smith, 2010;Dykes, Hughes-Morgan, Kolev, & Ferrier, 2019;Ferrier, 2001;Ferrier et al, 1999;Nadkarni, Chen, & Chen, 2016;Young et al, 2006). Firms with the capabilities that support a high level of competitive intensity can overwhelm rivals with a flurry of multiple competitive actions, thus keeping them off balance and delaying their responses which, in turn, improves CFP (D'Aveni, 1994;Ferrier, 2001).…”

Section: Moderating Role Of Competitive Intensity and Resource Reconfmentioning

confidence: 99%

Untangling the Corporate Social Responsibility-Financial Performance Paradox: The Role of Competitive Activity

Lee¹,

Andrevski²,

Ferrier³

2020

Proceedings of the International Conference "Economic and Business Trends Shaping the Future"

View full text Add to dashboard Cite

A central debate in corporate social responsibility (CSR) research is whether CSR hurt or help shareholders. Our study suggests that this paradoxical tension between social and competitive activities of firms is a manageable resource-allocation decision. By disaggregating competitive activity into its different forms – intensity and complexity – we develop a model that explains how firms can alleviate the resource allocation tension to improve performance. High CSR firms can enhance short-term performance by reconfiguring its resource base and reducing competitive intensity – the frequency of competitive actions. Alternatively, they can increase long-term performance by transforming its resource base and increasing competitive complexity – the variety and novelty of competitive actions. Overall, our empirical findings suggest that the positive effect of CSR on firm performance is conditional on firms’ ability to adjust the intensity and complexity of their competitive activity. Our results are robust across competitive environments with different levels of competitive pressure.

show abstract

Organizational speed as a dynamic capability: Toward a holistic perspective

Cited by 50 publications

References 86 publications

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

A magyar gazdasági felsőoktatás egy nyugati doktori fokozattal rendelkező itthon oktató nézőpontjából – kitörési pontok beazonosítása és egy lehetséges cselekvési terv

Untangling the Corporate Social Responsibility-Financial Performance Paradox: The Role of Competitive Activity

Contact Info

Product

Resources

About