Towards the very nature of corporate strategy

Heil, Dominik; Maxwell, Tudor; Whittaker, Louise

doi:10.4102/sajbm.v34i1.673

Cited by 2 publications

(2 citation statements)

References 20 publications

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“…Businesses therefore have to continually re-examine their market orientation strategies and adapt flexible policies in serving different stakeholders. Managers and business leaders have a huge responsibility to establish and maintain corporations, sustain their functional success (Heil, Maxwell & Whittaker, 2003) and maintain organisational performance (Fontannaz & Oosthuizen, 2007). However, business leaders often fail to identify the factors that lead to business performance and strategise accordingly (Barrett et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Antecedents of corporate entrepreneurship

Wyk

Adonisi

2012

SAJBM

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Businesses should strive to identify and nurture internal organisational factors that cultivate a dynamic entrepreneurial culture. This paper scrutinizes the contribution of the internal organisational factors, measured by market orientation, flexibility and job satisfaction, to intrapreneurship, as measured by the Corporate Entrepreneurship Assessment Instrument (CEAI). Information from a sample of 333 managers explores the relationships of corporate entrepreneurship with different work variables by means of Product-Moment Correlation, Multiple Regression Analyses and Structural Equation Modelling. Structural Equation Modelling confirms that four of the corporate entrepreneurship factors were predicted reasonably well by means of the market orientation, flexibility and job satisfaction sub-scales. The article attempts to fill the research gap of identifying which market orientation, flexibility and job satisfaction factors play an important role in facilitating corporate entrepreneurial actions.

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Section: Introductionmentioning

confidence: 99%

Antecedents of corporate entrepreneurship

Wyk

Adonisi

2012

SAJBM

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“…Most of these schools have sensitized researchers in strategic management to the concept of dynamic capabilities, in terms of concepts that can be traced back to the behavioural theory of the firm, transaction cost economics, and economic-evolutionary theory (Augier & Teece, 2009). These schools of thought highlight various aspects of dynamic capabilities which, we suggest, can be usefully interpreted from a general evolutionary perspectives (Heil, Maxwell & Whittaker, 2003). Given limited space in this paper, we do not develop a full-blown account of evolutionary theory and its application to research on dynamic capabilities.…”

Section: Introductionmentioning

confidence: 98%

Assessing dynamic capabilities: Mintzberg’s schools of thought

Arndt

2011

SAJBM

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A growing body of research in strategic management has focused on dynamic capabilities as a central source of firms' competitive advantage. The theoretical roots of dynamic capabilities can be found in many of the schools of thought identified by Mintzberg, Ahlstrand and Lampel (1998). In this paper, we identify three aspects of dynamic capabilities that, we believe, require more detailed attention: Process, cognitive and decision-based micro-foundations, and human agency. We explore each of these areas from an evolutionary perspective to emphasize the fact that dynamic capability is essentially an evolutionary construct. By highlighting the evolutionary implications of these areas, we add important detail to the way “evolution” has been used in this field of research.

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Towards the very nature of corporate strategy

Cited by 2 publications

References 20 publications

Antecedents of corporate entrepreneurship

Antecedents of corporate entrepreneurship

Assessing dynamic capabilities: Mintzberg’s schools of thought

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