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Dynamic capabilities : = how organisational structures affect knowledge processes /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Dynamic capabilities :/ Philip Cordes.
Reminder of title:	how organisational structures affect knowledge processes /
Author:	Cordes-Berszinn, Philip,
Description:	1 online resource (256 pages) :illustrations. :
Subject:	Organizational change. -
Online resource:	http://www.palgraveconnect.com/doifinder/10.1057/9781137351289
ISBN:	1137351284 (electronic bk.)

Dynamic capabilities : = how organisational structures affect knowledge processes /
Cordes-Berszinn, Philip,

Dynamic capabilities :how organisational structures affect knowledge processes /Philip Cordes. - 1 online resource (256 pages) :illustrations.

Dynamic Capabilities : Drivers for Organisational Success -- Organisational Structures : Configurations between Chaos and Order -- Effects of Organisational Structures on Dynamic Capabilities : A Meta Analysis -- Conclusions.

In the academic discipline of business administration, it is commonly understood that competitive advantages of companies are based on their dynamic capabilities. Additionally, several studies show that a critical factor which influences the evolvement of dynamic capabilities is organizational structure. However, the concept of dynamic capabilities is a rather vague one that reflects an overarching capability on a meta-level without saying exactly what it reflects in corporate management practice. Therefore, the question of what exactly dynamic capabilities are and how they can be achieved is subject to widely differing understandings, definitions, analysis and hence, differing solutions. The first problem this book addresses is the lack of a unified, holistic and concrete operationalization of the concept of dynamic capabilities. The same is true for organizational structures. There are a great number of studies on organizational structures that aim to operationalize the strength of organization on the continuum between chaos and order. However, they use different and sometimes eclectically chosen variables for the description of organizational structures. Therefore, the second problem that arises is the lack of a unified, holistic and concrete operationalization of organizational structures. Due to these two problems, it has not been possible hitherto to identify the causal relationships between the configuration of organizational structures and the evolvement of dynamic capabilities. Consequently, it has also not been possible to deduce organizational design-recommendations in order to foster an evolvement of dynamic capabilities. In order to tackle these two issues, "Dynamic Capabilities" analyses organizational structures between chaos and order in a holistic way; and provides a concrete understanding of how this affects the evolvement of dynamic capabilities.

ISBN: 1137351284 (electronic bk.)

Source: 689082Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

559246
Organizational change.
Index Terms--Genre/Form:

554714
Electronic books.

LC Class. No.: HD58.9

Dewey Class. No.: 658.4 / 23

Dynamic capabilities : = how organisational structures affect knowledge processes /
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520 $a In the academic discipline of business administration, it is commonly understood that competitive advantages of companies are based on their dynamic capabilities. Additionally, several studies show that a critical factor which influences the evolvement of dynamic capabilities is organizational structure. However, the concept of dynamic capabilities is a rather vague one that reflects an overarching capability on a meta-level without saying exactly what it reflects in corporate management practice. Therefore, the question of what exactly dynamic capabilities are and how they can be achieved is subject to widely differing understandings, definitions, analysis and hence, differing solutions. The first problem this book addresses is the lack of a unified, holistic and concrete operationalization of the concept of dynamic capabilities. The same is true for organizational structures. There are a great number of studies on organizational structures that aim to operationalize the strength of organization on the continuum between chaos and order. However, they use different and sometimes eclectically chosen variables for the description of organizational structures. Therefore, the second problem that arises is the lack of a unified, holistic and concrete operationalization of organizational structures. Due to these two problems, it has not been possible hitherto to identify the causal relationships between the configuration of organizational structures and the evolvement of dynamic capabilities. Consequently, it has also not been possible to deduce organizational design-recommendations in order to foster an evolvement of dynamic capabilities. In order to tackle these two issues, "Dynamic Capabilities" analyses organizational structures between chaos and order in a holistic way; and provides a concrete understanding of how this affects the evolvement of dynamic capabilities.
588 $a Description based on print version record.
650 0 $a Organizational change. $3 559246
650 0 $a Organizational effectiveness. $3 558407
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650 7 $a BUSINESS & ECONOMICS / Management Science $2 bisacsh $3 860214
650 7 $a BUSINESS & ECONOMICS / Management $2 bisacsh $3 860388
650 7 $a BUSINESS & ECONOMICS / Organizational Behavior $2 bisacsh $3 834421
655 4 $a Electronic books. $2 local $3 554714
856 4 0 $3 Palgrave Connect $u http://www.palgraveconnect.com/doifinder/10.1057/9781137351289