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Essay / Research Paper Abstract
This 12 page paper considers the argument that an organisations dynamic capability is the most important feature of its strategy in today’s increasingly turbulent environment. The paper considers this argument in terms of emergent strategy and the ability to change and then applies the theory to different organisations to demonstrate the value of dynamic behaviour. The bibliography cites 14 sources.
Page Count:
12 pages (~225 words per page)
File: TS14_TEdyncap.rtf
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Unformatted sample text from the term paper:
changing. It has been argued that it is the dynamic capacity of a company that is the most important characteristic to ensure its long term survival and profit. There
are many aspect to this argument. However to claim that this should be the most important characteristic may be seen as undermine long term strategic planning in a more finalised
and permanent nature. Until the twentieth century, the aspect of dynamic capability was unheard of as a business paradigm. However, as the environment has changed the needs of businesses and
the ends users have also changed. This is reflected in the model of the emergent strategy, and is also evidenced in many company change. To appreciate this the theory of
dynamic capabilities which is the main stay of emergent strategy and how it is valued manifests, the theory will be considered and then applied to real life cases.
Emergent strategy and the need for dynamic capabilities have become an accepted idea in the late twentieth century. Dynamic capability and emergent strategy embody
the ability for an organisation to change, at short notice, possibility or take advantage of an opportunity, or to respond quality to a threatening situation. If we compare Mintzberg and
Quinn then we can appreciate both the commonalties as well as the differences of two prominent commentators on business strategy. Both of
the critics acknowledge that the emergent approach to strategic planning recognises that many companies change the direction in which their strategy takes them. Many of these changes are unpredictable such
as changes in the environment in which the strategies are to be put to work in. The changes may be in either the macro environment or the micro environment, but
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