Dynamic Capabilities [electronic resource] : How Organizational Structures Affect Knowledge Processes /
Cordes-Berszinn, Philip.author.
The concept of dynamic capabilities, especially in terms of organizational knowledge processes, has become the predominant paradigm for the explanation of competitive advantages. However, major unsolved - or at least insufficiently solved - problems are first their measurement and second their management by concrete managerial options, such as design options of organizational structures. Dynamic Capabilities provides an integrated descriptive model of both dynamic capabilities and organizational structures that allows characterizing, classifying and a comparison. It develops a logic system of a multitude of combinatorial possibilities between their variables, and it develops a complex and integrated system of associated empirically based and qualitatively deduced hypotheses. Therewith, it serves as a terminological and analytical foundation for the identification of knowledge-based dynamic capabilities in organizations and for a targeted design of organizational structures that enable and foster dynamic capability processes such as knowledge transfer and knowledge absorption.
Description based upon print version of record.
Cover; Contents; List of Figures and Tables; Acknowledgements; Foreword; 1 Introduction; 1.1 Problem: Evolvement of dynamic capabilities through the configuration of organizational structures?; 1.2 Relevance: Theoretical gaps of relations between organizational structures and dynamic capabilities; 1.3 Aims: Groups of research tasks for explaining an evolvement of dynamic capabilities in dependence on organizational structures; 1.4 Approach: Theories, terminology, research methods and outline; 2 Dynamic Capabilities - Drivers for Organizational Success; 2.1 Aims and structure of the chapter
2.2 Reasons for an essential need for dynamic capabilities2.3 Theoretical background of dynamic capabilities; 2.4 Elements of dynamic capabilities; 2.5 Synopsis of the findings; 3 Organizational Structures - Configurations between Chaos and Order; 3.1 Aims and structure of the chapter; 3.2 Reasons for rethinking organizational structures; 3.3 Theoretical background of organizational structures; 3.4 Elements of organizational structures; 3.5 Synopsis of the findings; 4 Effects of Organizational Structures on Dynamic Capabilities - A meta-analysis; 4.1 Aims and structure of the chapter
4.2 Range of relations between organizational structures and dynamic capabilities4.3 A meta-analysis of the effects of organizational structures on dynamic capabilities; 4.4 Causal relations between degrees of organizational structures and degrees of dynamic capabilities; 4.5 Synopsis of the findings; 5 Conclusions; 5.1 Main findings; 5.2 Critical reflection and further research requirements; Appendix; Notes; Bibliography; Index
Includes bibliographical references and index.
The concept of dynamic capabilities, especially in terms of organizational knowledge processes, has become the predominant paradigm for the explanation of competitive advantages. However, major unsolved - or at least insufficiently solved - problems are first their measurement and second their management by concrete managerial options, such as design options of organizational structures. Dynamic Capabilities provides an integrated descriptive model of both dynamic capabilities and organizational structures that allows characterizing, classifying and a comparison. It develops a logic system of a multitude of combinatorial possibilities between their variables, and it develops a complex and integrated system of associated empirically based and qualitatively deduced hypotheses. Therewith, it serves as a terminological and analytical foundation for the identification of knowledge-based dynamic capabilities in organizations and for a targeted design of organizational structures that enable and foster dynamic capability processes such as knowledge transfer and knowledge absorption.
Organization.
Operations research.
Management.
Leadership.
Behavioral economics.
Organization.
Operations Research/Decision Theory.
Management.
Business Strategy/Leadership.
Innovation/Technology Management.
Behavioral/Experimental Economics.