High velocity markets drive adaptive capabilities
Authors: Oliver, J.J.
Journal: Strategic Direction
Volume: 32
Issue: 1
Pages: 5-7
ISSN: 0258-0543
DOI: 10.1108/SD-07-2015-0111
Abstract:Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The competitive environment is improving, but the high levels of turbulence mean that an increasing number of media firms believe that they are adapting too slowly to change. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
https://eprints.bournemouth.ac.uk/23032/
Source: Scopus
High velocity markets drive adaptive capabilities
Authors: Oliver, J.J.
Journal: Strategic Direction
Volume: 32
Issue: 1
Pages: 5-7
Publisher: Emerald Publishing
ISSN: 1758-8588
Abstract: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.
https://eprints.bournemouth.ac.uk/23032/
http://dx.doi.org/10.1108/SD-07-2015-0111
Source: Manual
High velocity markets drive adaptive capabilities
Authors: Oliver, J.J.
Journal: Strategic Direction
Volume: 32
Issue: 1
Pages: 5-7
ISSN: 1758-8588
Abstract: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.
https://eprints.bournemouth.ac.uk/23032/
http://dx.doi.org/10.1108/SD-07-2015-0111
Source: BURO EPrints