The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

The objective of this study was to quantitatively assess the mediating effect of resource orchestration on the relationship between leadership strategy and organisational resilience of banks listed in the Nairobi Securities Exchange with an objective to contribute to knowledge production in the Global South using Kenya as the vantage point. The study applied a correlation research design, and data was gathered from a stratified random sample of 184 senior managers drawn across the 12 listed banks, wherein Likert-scale questionnaires were administered to the research participants online. Partial Least Squares Structural Equation Modelling was deployed for data analysis using SmartPLS software. Results showed that the mediated path explained 79.1% of the variance in organisational resilience (R2=0.791). The results were validated with a Sobel test that found a significant partial mediation in the model with Z=6.380 (p<0.05). The study inferred a strong and statistically significant mediation power of resource orchestration in the leadership strategy-organisational resilience nexus. Resource Orchestration Pecking Order was proposed as an outcome of the empirical analysis, and future research directions were suggested.

Section: Summary Of Findingssupporting

confidence: 92%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Predicting the mediating effect of resource orchestration on the relationship between leadership strategy and the resilience of Kenyan Listed Banks

Ahmed¹

2022

“…Figure 3 further highlights the criticality of comparative potency of organisational resources. In essence, organisations that capitalise and accumulate specific types of dynamic resources are considered more robust and have long survival prowess than organisations that stock static resources (Ahmed et al, 2021a). This resource-based comparative clustering is the essence of the relative comparative advantage of DROV over DCV and RBV, as illustrated in this paper.…”

Section: Resilience-induced Organisational Spheric Clusteringmentioning

confidence: 88%

“…As acknowledged by its proponents, DROV is yet to be subjected to empirical scrutiny (Ahmed et al, 2021a). Prior to the birth of DROV, Onyando (2018) explored leadership behaviour at the intersection of dynamic capabilities and firm performance using manufacturing firms in Kenya as the industry context.…”

Section: Introductionmentioning

confidence: 99%

Strategy-induced organisational resilience through dynamic resource orchestration

Ahmed¹,

Kilika

Gakenia³

2022

Self Cite

Dynamic Capabilities View (DCV) has an illustrious history of having dominated strategic management thinking for more than two decades now (Bleady et al., 2018). However, its pillars have since begun to quake in the wake of growing cataclysmic episodes, which have made it the subject of intense scrutiny by the scholarly community. The DCV view typifies adaptive properties as strategic agility, whose essence is value creation through innovative products and novel business models instead of incremental improvement of existing models and products (Wójcik, 2015). It is instructive to note that the DCV evolved from the Resource-Based View's (RBV's) notion of Valuable, Rare, Inimitable and Non-substitutable (VRIN) resources, signaling that theory development in the strategic management space is an infinite evolutionary process characterised by continuous shifts in conceptualisation (Bleady et al., 2018; Schilke et al., 2018). However, the thinking that informed the development of DCV is increasingly being challenged by the growing realisation that every competitive advantage has a shelf-life (Wójcik, 2015). A defense of DCV is nonetheless offered by Helfat et al. (2009), who argue that fast-paced environments are not necessarily always disruptive, and as such, the continued currency of DCV cannot be downplayed.

Readiness of SMMEs for the adoption of the fourth industrial revolution in Mamelodi Township

Shibiti,

Masabo,

Ladzani

2023

This study aimed to assess the readiness of small, medium, and micro enterprises (SMMEs) in Mamelodi township to adopt the Fourth Industrial Revolution (4IR). Within the South African environment, small, medium, and micro-enterprises (SMMEs) are frequently associated with a substantial rate of failure. Previous studies have investigated many factors that contribute to the low survival rate of small, medium, and micro enterprises (SMMEs). However, most of the studies focused on managerial issues, such as lack of experience, ineffective management methods, insufficient financial management, and obsolete marketing techniques. Most established companies have adopted various technologies associated with the Fourth Industrial Revolution (4IR) and are thriving as a result of the benefits associated with digitalization and automation. Therefore, it is crucial to evaluate the readiness of SMMEs in adopting the Fourth Industrial Revolution (4IR) and achieving similar benefits. Qualitative data was collected through interviews with owners and managers of small, medium, and micro enterprises (SMMEs) in Mamelodi township, Tshwane Municipality. The study found that SMMEs in Mamelodi are willing to adopt the Fourth Industrial Revolution (4IR), while encountering various difficulties. The results provide significant insights for owners and managers of Small, Medium, and Micro Enterprises (SMMEs) in townships about the implementation of the Fourth Industrial Revolution (4IR). Furthermore, government organizations tasked with supporting the creation and sustainability of small, medium, and micro enterprises (SMMEs) are aware of the scope of their operations, specifically in a township like Mamelodi. The study provided a vital contribution to the growing body of research on Small, Medium, and Micro Enterprises (SMMEs) in townships and their incorporation of the Fourth Industrial Revolution (4IR). The essay highlighted major barriers that hinder the adoption and use of existing technology, while also providing tangible evidence of the influence of contemporary technology on the development and success of small, medium, and micro enterprises (SMMEs).