No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
OUTLINE OF THE CONCEPT OF DYNAMIC ANALYTICAL CAPABILITIES IN BUILDING THE COMPETITIVE ADVANTAGE OF THE ORGANIZATION
The objective of the book is to theoretically develop and empirically test the construct of creative strategy. The construct is understood as reconciling strategic paradoxes in four key areas: innovativeness, entrepreneurship, leadership and creative design of the organization. I argue, that by animating creativity on the strategic level, organizations can unleash innovativeness of their members and develop competitive advantage. I propose, that organizations should first look at new and useful ideas of their members, rather than focus on economic results and competitive advantage. In this sense, the construct of creative strategy can serve, as a tool revolutionizing the approach towards innovativeness of organizations.
Although the concept of creative strategy is mentioned in literature (Kuhn 1989, Leigh 2012), the construct of creative strategy was widely described by Bilton and Cummings (2010). Their perspective is however a consulting one. I develop this construct by adding the strategic management concepts, where creativity can be analyzed on the organizational level, and seen as a dynamic capability that leads to competitive advantage. In this sense, creative strategy is a top management’s strategic choice to shape conditions for developing creativity and thus revolutionize the way innovations are developed.
My approach concentrates on developing the existing theory, identifying the research gap and testing the theoretical construct throughout quantitative analyses. I have carried out literature review in order to identify and develop the construct of creative strategy. Research hypotheses were identified, and tested with descriptive statistics, factor analysis, correlation analysis, and hierarchical regression.
From the research carried out among 606 organizations in the transition economy in Poland, it seems that the theoretical dimensions of creative strategy (innovativeness, entrepreneurship, leadership and design) are well-reflected in the business practice. However, only a small number of organizations is able to reconcile paradoxes present in the dimensions of creative strategy, thus being able to transform creative ideas into innovations. The dimensions of creative strategy are not positively related to financial measures of performance. They are however related to performance measured with non-financial, subjective measures. It was possible to build an empirical model of relations between dimensions of creative strategy and performance.
The research shows, that in order to be more innovative and entrepreneurial, organizations need to strategically strengthen the conditions for unleashing individual creativity. Instead of focusing on results and competitive advantage, they should reach for new and useful ideas of their members, and the economic and strategic outcomes will consequently come.
This book is an attempt to develop the theoretical construct of creative strategy as offered by Bilton and Cummings (2010). It adds the strategic management perspective, operationalizes it, shows the link with firm performance, as well as develops recommendations for business practice.
Although Business Intelligence and analytics (BI&A) is one of the most essential technologies to be purchased, the implementation of many BI&A projects fail. They do not fulfill the expectations of organizations. The reasons for this failure are not clear and still not well investigated. Resource-based View (RBV) and dynamic capability theory could help to overcome this gap and to provide an appropriate theoretical basis for future research in BI&A area. The research objectives for this study are: (1) conceptualization and discussion on BI&A dynamic capability, (2) building the comprehensive framework of BI&A capabilities. In order to address these objectives, the remainder of the paper is structured as follows: The first sections provide the theoretical foundations of BI&A, RBV and dynamic capability theory. Next, the BI&A capability was conceptualized. Finally, a model of BI&A as a dynamic capability was proposed. The study was based mainly on (1) a critical analysis of literature and (2) interviews with managers and experts in BI&A. The results of this study can be used by IT and business leaders as they plan and develop BI&A capabilities in their organizations.
This study examines the role of the decision environment in how well business intelligence (BI)
capabilities are leveraged to achieve BI success. We examine the decision environment in terms of the
types of decisions made and the information processing needs of the organization. Our findings suggest
that technological capabilities such as data quality, user access and the integration of BI with other
systems are necessary for BI success, regardless of the decision environment. However, the decision
environment does influence the relationship between BI success and capabilities, such as the extent to
which BI supports flexibility and risk in decision making.
Zarządzanie w nowych czasach
Artykuł stanowi prezentację zagadnienia związanego z dynamicznymi zdolnościami analitycznymi organizacji. Wypracowanie odpowiedniego zestawu dynamicznych zdolności analitycznych może być dla organizacji kluczowe w usprawnieniu jej działalności oraz dostosowywaniu się do zmian turbulentnego otoczenia. W niniejszym opracowaniu omówione zostało zagadnienie analityki biznesowej, z jej podziałem na trzy fazy rozwoju. Zidentyfikowane zostały również grupy czynników wpływających na kształtowanie się dynamicznych zdolności analitycznych organizacji. Podsumowaniem rozważań na temat dynamicznych analitycznych zdolności organizacji jest prezentacja mapy dynamicznych zdolności analitycznych organizacji.
The Psychology of Intelligence Analysis has been required reading for intelligence officers studying the art and science of intelligence analysis for decades. Richards Heuer, Jr. discusses in the book how fundamental limitations in human mental processes can prompt people to jump to conclusions and employ other simplifying strategies that lead to predictably faulty judgments known as cognitive biases. These analytic mindsets cannot be avoided, but they can be overcome through the application of more structured and rigorous analytic techniques including the Analysis of Competing Hypotheses.
The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited. The importance of path dependencies is amplified where conditions of increasing retums exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding intemally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd.
The relationship between information technology resources and competitive advantage in a sample of Algerian firms
- A Berrich
- A Benkaddour
Berrich A., Benkaddour A., 2016, The relationship between information technology resources and competitive advantage in a sample of Algerian firms, International Journal of Management, vol. 7,
iss. 3, s. 191-212.
Zarys koncepcji komputerowego wspomagania twórczości organizacyjnej, Informatyka Ekonomiczna, nr 1(31), Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu
- M Bratnicki
- C M Olszak
- J Kiesielnicki
Bratnicki M., Olszak C.M., Kiesielnicki J., 2014, Zarys koncepcji komputerowego wspomagania twórczości organizacyjnej, Informatyka Ekonomiczna, nr 1(31), Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, s. 36-47.
Kompetencje dynamiczne w badaniach zarządzania strategicznego
- W Czakon
Czakon W., 2008, Kompetencje dynamiczne w badaniach zarządzania strategicznego, [w:] R. Krupski
(red.), Zarządzanie strategiczne -podstawowe problemy, Prace Naukowe Wałbrzyskiej Wyższej
Szkoły Zarządzania i Przedsiębiorczości, Wałbrzych.
Jak zarządzać danymi w firmie: Analityka 3.0, Harvard Business Review Polska
- T Davenport
Davenport T., 2014, Jak zarządzać danymi w firmie: Analityka 3.0, Harvard Business Review Polska,
nr 135, s. 37-47.
Pojęcie "organizacja" w świetle rozwoju technologii informacyjno-komunikacyjnej (ICT), Organizacja i Kierowanie
- J Kisielnicki
Kisielnicki J., 2014, Pojęcie "organizacja" w świetle rozwoju technologii informacyjno-komunikacyjnej (ICT), Organizacja i Kierowanie, 1A.
Business Intelligence Maturity Models: An Overview Information Technology and Innovation Trends in Organizations
- G Lahrmann
- F Marx
- R Winter
- F A Wortmann
- M D 'atri
- J Ferrara
- P George
- Spagnoletti
Lahrmann G., Marx F., Winter R., Wortmann F., 2010, Business Intelligence Maturity Models: An
Overview, [w:] A. D'Atri, M. Ferrara, J. George, P. Spagnoletti (red.), Information Technology and
Innovation Trends in Organizations, Italian Chapter of AIS, Naples.
Umiejętności analityczne przedsiębiorstw
- S Sobolewska
Sobolewska S., 2011, Umiejętności analityczne przedsiębiorstw, http://www.valuecomesfirst.pl/umiejetnosci-analityczne/, dostęp: 2.12.2014.
Companies See Need to Build Analytical Skills in Their Organizations: A Study of Analytical Skills in the Workforce, http://www.amanet.org/training/articles/Companies-See-Need-to-Build-AnalyticalSkills-in-Their-Organizations
- F Stone
Stone F., Companies See Need to Build Analytical Skills in Their Organizations: A Study of Analytical Skills
in the Workforce, http://www.amanet.org/training/articles/Companies-See-Need-to-Build-AnalyticalSkills-in-Their-Organizations.aspx, dostęp: 2.12.2014.
Companies See Need to Build Analytical Skills in Their Organizations: A Study of Analytical Skills in the Workforce
- F Stone
Stone F., Companies See Need to Build Analytical Skills in Their Organizations: A Study of Analytical Skills
in the Workforce, http://www.amanet.org/training/articles/Companies-See-Need-to-Build-Analyti-calSkills-in-Their-Organizations.aspx, dostęp: 2.12.2014.