Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

Ceptureanu, Eduard Gabriel; Ceptureanu, Sebastian Ion; Popescu, Doina I.; Vlad, Liviu Bogdan

doi:10.3390/en10121965

Cited by 12 publications

(11 citation statements)

References 105 publications

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“…Surveyed companies seek Procurement and Know-how instead of Resource sharing or Operations, a sign of a more strategic than operational approach. This concur the findings of other studies addressing knowledge and resource in energy sector [89], and may concur to innovation [90] or open innovation [91], particularly in networks.…”

Section: Discussionsupporting

confidence: 90%

An Exploratory Study on Coopetitive Behavior in Oil and Gas Distribution

Ceptureanu

Olaru

et al. 2018

Energies

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The purpose of this article is to analyze coopetitive behavior of companies operating in oil and gas distribution networks, enhancing both conceptual clarity of the concept and understanding of its specifics in oil and gas industry. We developed a model based on six factors: intensity, functionality, formalism, benefits, tension and stability to investigate 10 research hypothesis on a sample consisting of 154 subjects from 39 companies. By its conceptualization and results, our study is one of the first focusing on coopetitive behavior in oil and gas distribution and contributes to shape coopetition as a distinct subject for research. This paper aims to develop coopetition literature by clarifying the landscape of coopetitive relations in oil and gas distribution, enabling scholars and practitioners to better understand this process. Literature ReviewThe engagement of organizations in coopetition materializes a paradox in the relationship [12,18]. Scholars argue that such a paradox engenders coopetitive tensions that in turn have the potential to aggravate the relationship and break partnerships [6,7], with large failure rates of alliances between competitors [8,9]. Unfortunately, the definition of coopetition still remains fuzzy [19]. Various definitions are used, with significant differences in terms of scope and nature. Usually, coopetition is defined as cooperation between directly competing organizations [5,20,21]. Moreover, coopetition has also been defined as an occurrence between different supply chains [22], and networks [23].In strategic management literature, cooperation and competition were traditionally seen as antagonistic drivers within cooperative arrangements [24], with competitive side of a cooperative relationship usually regarded as potentially harmful [25,26]. By contrast, coopetition perspective tries to integrate the two paradoxical approaches into a common construct [14,27]. The emerging perspective is to depict cooperation and competition as two separate continua allowing to distinguish between different forms of coopetition with varying levels of intensity for cooperation and competition respectively [12,28,29].According to Brandenburger and Nalebuff's (1996) [30], this cooperative-competitive approach has to be defined relationally, as relations between customers, suppliers, and competitors, which jointly create value for themselves and the other partners involved. So, coopetition is perceived as the sum of various relations, with cooperative and competitive relations divided between various actors. This conceptualization is used by networking and industrial coopetition literature [4,31,32]. At an inter-organizational level, Bengtsson and Kock [33] emphasized the tension and complexity occurring when two or more organizations cooperate and compete simultaneously. They restrict coopetition at direct competitors, focusing on the horizontal coopetition and argue that relations are divided between activities. Hence, according to this approach, coopetition appears as consisting of two simult...

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Section: Discussionsupporting

confidence: 90%

An Exploratory Study on Coopetitive Behavior in Oil and Gas Distribution

Ceptureanu

Olaru

et al. 2018

Energies

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“…More recently, with the innovation of social networking and technology, organizational learning evolved in new forms like web 2.0 learning, vicarious learning, social learning and strategic learning (Brandi & Iannone, 2015;Chi et al, 2008;Ceptureanu et al, 2017a). According to Boja & Zamfiroiu (2013) the new learning model of the future will be smart, mobile and flexible, which is specific to companies who want to have access to information regardless of time and space constraints.…”

Section: Organizational Learning In Msesmentioning

confidence: 99%

Analysis of MSEs in ICT Domain from Bucharest – Ilfov County by Using Nonaka – Takeuchi Model

Popescu¹,

Alexandru²,

Ceptureanu³

et al. 2018

STUD INFORM CONTROL

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This paper investigates the extent to which Information and Communication Technology (ICT) adoption and orientations influence the knowledge creation processes encompassed in the Nonaka -Takeuchi model in Romanian mediumsized enterprises (MSEs) from ICT sector. We use econometric analysis in order to confirm hypothesis regarding correlation between Nonaka-Takeuchi model variables and organizational learning. The results, based on a sample of 73 Romanian medium-sized enterprises (MSEs) from Bucharest-Ilfov County, indicate that ICT has a significant positive influence on knowledge creation processes.

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“…Despite the emphasis on strategy implementation as pivotal in the management of strategy, literature purports that strategy implementation seems to be the proverbial 'Achilles' heel' of strategy, with unsuccessful strategy implementation rates as high as 90% in certain cases (Ceptureanu & Vlad 2017;Holowka 2015;Hosseini et al 2016;Ivancic et al 2017). Coupled with the aforementioned increase in volatility of the environment that organisations operate in, it is increasingly apparent that strategy needs to be more proactive, flexible and adaptive (Borkowski 2015;Ferell & Hartline 2014;Granados & Gupta 2013;Pittz & Adler 2016).…”

Section: Introductionmentioning

confidence: 99%

Viewing ‘open strategy’ as a viable approach to the management of strategy

Goldman

Kruger

2021

Journal of Economic and Financial Sciences

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Sound strategic management is vital for the longevity and sustainability of organisations. Yet, strategy execution remains problematic, in part due to prolific changes in the business environment. Research purpose:To explore the views of South African managers toward Open Strategy, to gauge whether managers will consider Open Strategy as viable strategic management approach.Motivation for the study: As organisations grapple with the challenges of Fourth Industrial Revolution (4IR), it is apparent that conventional thinking on strategy is losing relevance. Alternative approaches to strategy are being explored that are better suited to the changing business environment.Research design, approach and method: The study was conducted from an Interpretive perspective, employing a qualitative survey design. Semi-structured interviews were conducted with 12 middle and senior managers of South African companies. Data were analysed through thematic content analysis, employing Creswell's four-stage process of qualitative data analysis.Main findings: Five themes emerged, highlighting that conventional thinking on strategic management pervades. Research participants acknowledged that they were unaware of Open Strategy, although evidence suggested that elements of Open Strategy were present in their approaches to strategy formulation and execution. These were categorized into evidence relating to transparency, inclusivity and IT-enabledness.Practical/managerial implications: From the findings of the study suggestions were provided on how South African organisations could pursue a greater degree of openness in their management of strategy. Contribution/value-add:The study provides valuable insights in terms of opening up strategic practices to be more prepared for the challenges laid down by 4IR.

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Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

Cited by 12 publications

References 105 publications

An Exploratory Study on Coopetitive Behavior in Oil and Gas Distribution

An Exploratory Study on Coopetitive Behavior in Oil and Gas Distribution

Analysis of MSEs in ICT Domain from Bucharest – Ilfov County by Using Nonaka – Takeuchi Model

Viewing ‘open strategy’ as a viable approach to the management of strategy

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