Related Papers
Adaptive Advantage and Superior Firm Performance
2015 •
Prof. Dr. John J Oliver
The past decade has seen a transformation in the way media organizations have managed their businesses. The emergence of new media has paved the way for new technologies, digitalization, a proliferation of media outlets and multiple platforms to distribute mediated content. Picard (2002, p.46) argued that these structural market changes compel media executives to address the issue of sustainability since “a firm that is competitive today can lose that competitiveness in future years”. The work of Kung (2008) and Oliver (2012) demonstrated the nature of high velocity market conditions that characterize many media industries, whilst Doyle (2013, p.35) commented that “media firms have naturally adapted their business and corporate strategies” in response to the dynamic nature of media environment. This paper examines the concept of media firm sustainability by investigating the dynamics of the current UK media environment and the efficacy of media firm strategy and resource management. As such, issues of media firm sustainability will be examined through the lens of Dynamic Capabilities Theory (Teece and Pisano, 1994) which is well placed to consider how media organizations have adapted (Ambrosini, Bowman & Collier 2009) to a transformational context heavily influenced by technological innovation. This paper argues that it is the ability of a media organization to adapt and refresh their resource base, capabilities and competencies that can provide them with an advantage in the market place. As such, this paper argues that Adaptive Advantage should be a prime consideration for media firms operating in the type of high velocity market conditions that can threaten the sustainability of their business. This paper will present the findings from a survey of UK media executives and argue that Dynamic Capabilities Theory can be extended to consider not only the adaptation of organizational strategy and resources, but the notion that a media firm can gain an Adaptive Advantage over their competition, and therefore, provide the basis for the long-terms sustainability of their business.
High velocity markets drive adaptive capabilities
Prof. Dr. John J Oliver
At the core of every good strategy is the word ‘advantage’. Over the years management consultants and scholars have described this advantage as being competitive, differential, comparative, scale and sustainable to name but a few perspectives. However, with many markets now exhibiting high velocity conditions (Oliver, 2012) firms are adapting their corporate level strategy, business models, resources and capabilities at an increasingly frequent rate. This paper argues that at the core of every strategy, there now needs to be the word ‘adaptability’. One of the most topical management issues today is how firms sustain their business in markets that are increasingly characterized by volatility, numerous disruptions and uncertainty. The idea that corporate strategy needs to emphasize the adaptation of a firm faster than rivals means that adaptive capability should be considered as a competitive advantage in itself. Therefore, in high velocity market conditions the ability to adapt a firm will be the most effective way to sustain a business the in the long-term.
Journal of Media Business Studies
Strategic Transformations in the Media
2018 •
Prof. Dr. John J Oliver
Digital technologies have transformed the way many media organisations have conducted their business over the past two decades. This transformational context raises a number of important questions for media management researchers. Firstly, how have media firms adapted their strategies, resources and capabilities in response to the challenges presented by an increasingly digital environment? Secondly, how have these adaptive practices affected their corporate financial performance? This paper advances our theoretical understanding of media firm transformation by using a multi-disciplinary approach that draws on knowledge from corporate strategy, dynamic capabilities and firm performance. This integrated approach provides a more holistic view of strategic business transformation by understanding the strategic arguments that compel firm’s to reconfigure their resources and capabilities in a dynamic business environment.
Managing Media Firms: the only advantage is Adaptive Advantage
Prof. Dr. John J Oliver
The past decade has seen a transformation in the way media organizations have managed their businesses. The emergence of digitalization has paved the way for new media technologies, a proliferation of media outlets and multiple platforms to distribute mediated content. The work of Picard (2002), Kung (2008) and Oliver (2013) demonstrated the nature of high velocity media market conditions, whilst Doyle (2013, p.35) noted that “media firms have naturally adapted” their businesses, in response to the dynamic nature of the media environment, as a means to protect and sustain their company. This paper proposes that media firms manage their business and strategies through a process of adaptation. As such, organizational adaptation is examined through the lens of Dynamic Capabilities Theory (Teece and Pisano, 1994) which is well placed to consider how media firms have adapted (Ambrosini, Bowman & Collier 2009) to a transformational context heavily influenced by technological innovation. This paper will present the findings from a survey of UK media executives and argue that Dynamic Capabilities Theory can be extended to consider the ‘ability’ of a media organization to adapt their strategies, business model, resources and capabilities, faster than their rivals, that can provide them with an Adaptive Advantage in the market place. Keywords: Adaptive Advantage, Dynamic Capabilities, Competitive Advantage, Adaptation, Business Strategy, Business Model, Media Management, Media Strategy.
RESOURCE BASED VIEW AS A STRENGTHENING OF INDUSTRY?S CAPABILITIES TO IMPROVE COMPETITIVE STRATEGIES.
IJAR Indexing
Competitive advantage as the impact of the implementation company operation strategy in creating value creation on the products and services produced. Cost leadership and differentiation for products or services into a strategic part in achieving competitive advantage. Competitive strategy becomes part of the corporate strategy led to increased productivity and performance. Resource-Based View is a part of the company\'s capability in encouraging superior competing. This study empirically investigates whether there is an effect resources based view, competitive strategy and competitive advantage. The results showed that resources based view are effective and positive direct effect on competitive strategy. Competitive strategy has effective and positive direct effect on competitive advantage. Moreover, this study demonstrated that the effect of competitive advantage is mediated by competitive strategy. This finding integrates insights competitive strategy framework into a generalization of the competitive advantage in industries. Furthermore, this research is expected to support for industry have valuable suggestions to effectiveness in competitive strategy and achieved the company?s goal especially in competitive advantage.
Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach
muhtosim arief
This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.
Chandra Shekhar Banerjee, Ayesha Farooq
Our paper discusses the importance of dynamic capabilities which is a growing area of research and fits into the rapidly changing dynamic business environment. It is drawing the attention of the researchers and is an area which is being studied further to understand its implications across industries. This paper reviews the evolution of the dynamic capabilities approach from the resource based view over the years and how it is apt for the firms to survive in the dynamically ever-changing environment. It also draws attention on how resources and capabilities in the internal environment help build-up the dynamic capabilities and its component factors and help to create competitive advantage. The swiftness with which the firm successfully addresses the challenges that it faces in the external environment by adjusting its internal resources and capabilities works to its advantage and thereby leading to the attainment of organizational performance. The science and knowledge driven Indian pharmaceutical industry is an example which is experiencing this dynamic environment and some examples have been cited.
Competitive Strategies and Performance of Large Manufacturing Firms in Kenya
IOSR Journals
The study aimed to test the influence of competitive strategies on performance. A descriptive cross-sectional survey design was adopted. The target population was large scale manufacturing firms in Kenya. Structured questionnaire was emailed to senior managers in a sample of 139 firms spread across 13 sub-sectors. A response rate of 75 questionnaires which represent 54% was obtained. Data obtained were analyzed using descriptive statistics and linear regression. Descriptive results indicate that differentiation strategy was displayed through high quality products, brand reputation management, distinctive products. Cost leadership strategy was also a key competitive pathway to performance in the large manufacturing sector. Focus strategy contributes a significant contribution to the performance of large manufacturing firms in Kenya. Results of regression analysis indicated that competitive strategies significantly influenced performance of large manufacturing firms. The study concludes that adopting a combination of cost based strategies and differentiation was more beneficial to firm performance as opposed to solo adoption of either strategy.
International Business Research
An Empirical Examination of Competitive Capability’s Contribution toward Firm Performance: Moderating Role of Perceived Environmental Uncertainty
2012 •
Seyed Hosseini
Influence of Strategic Management Practices on Organizational Performance of Commercial Banks in Mombasa County
This study sought to examine the influence of strategic management practice on organizational performance of commercial banks in Mombasa County. The study specific objectives were: to examine the effect of strategic competitive practice on organizational performance of commercial banks in Mombasa County; to examine the effect of strategic corporate governance practice on organizational performance of commercial banks in Mombasa County; to examine the effect of strategic planning practice on organizational performance of commercial banks in Mombasa County and to examine the effect of strategic change management on organizational performance of commercial banks in Mombasa County. To strengthen the conceptual framework, the researcher used the following theories: competitive advantage theory, resource dependency and organizational growth theories. The study used a diagrammatic representation of the relationship between the independent variables and the dependent variable. The target population was 70 employees of commercial banks in Mombasa County. The sample size was 60 employees of commercial banks in Mombasa County. A modified Likert scale questionnaire was developed divided into three parts. A pilot study was carried out to refine the instrument. The quality and consistency of the study were further be assessed using Cronbach's alpha. Data analysis was performed on a computer using Statistical Package for Social Science (SPSS Version 23) for Windows. Analysis was done using frequency counts, percentages, means and standard deviation, regression, correlation and the information generated will be presented in form of graphs, charts and tables. The study findings rejected all the null hypotheses and established that there was a significant effect of strategic competitive practices, corporate governance, strategic planning practices and change management practices have effects on organizational performance of commercial banks in Mombasa County. Further, the study findings established that there was a positive correlation between the independent variables and the dependent variable. The study concluded that strategic competitive practices have an effect on organizational performance of commercial banks in Mombasa County; that commercial banks have developed unique selling points that enhances increase in number of customers and increase in profitability; that corporate governance has an effect on organizational performance of commercial banks in Mombasa County; that commercial banks are regulated by the central bank of Kenya which helps to improve corporate governance; that strategic planning practice has an effect on organizational performance of commercial banks in Mombasa County; that change management practice has an effect on organizational performance of commercial banks in Mombasa County. The use of technology has helped to reduce operational costs and increase profitability. The study recommended that commercial banks should embrace their unique selling points and build them in a way that it will make them competitive in the market; that commercial banks should continuously be open and accountable to the public and shareholders; that commercial banks should focus more on the customer‟s needs and develop products that are customer oriented and that commercial banks should embrace technology to help reduce costs and increase efficiency
