Relationship between Adaptive Capability and Strategic Orientation: An Empirical Study in a Brazilian Company
Author(s)
Cristiano Kaehler,
Franciele Busatto,
Grace V. Becker,
Peter Bent Hansen,
Jane Lucia S. Santos*
Affiliation(s)
School of Business Administration (PPGAd), Pon-tifical Catholic University of Rio Grande do Sul (PUCRS), Porto Alegre, Brazil.
School of Business Administration (PPGAd), Pon-tifical Catholic University of Rio Grande do Sul (PUCRS), Porto Alegre, Brazil.
ABSTRACT
The main purpose of this article is to examine the relationship between adaptive capability and strategic orientations in the organizational context. In order to achieve this, an empirical study was carried out in a Brazilian agency for maritime services, via a survey of 160 employees. The results show a positive correlation between all of the strategic orientation variables and their respective adaptive capability. That is, the findings show that the company’s strategic orientations affect its adaptive capability, and also suggest that the stronger the respondents’ perception of the company’s dynamic capability, the higher its organizational adaptive capability in its market of operation.
Cite this paper
Kaehler, C. , Busatto, F. , Becker, G. , Hansen, P. and Santos, J. (2014) Relationship between Adaptive Capability and Strategic Orientation: An Empirical Study in a Brazilian Company. iBusiness, 6, 1-9. doi: 10.4236/ib.2014.61001.
Kaehler, C. , Busatto, F. , Becker, G. , Hansen, P. and Santos, J. (2014) Relationship between Adaptive Capability and Strategic Orientation: An Empirical Study in a Brazilian Company. iBusiness, 6, 1-9. doi: 10.4236/ib.2014.61001.
References
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[1] Wu, L.-Y. (2010) Applicability of the Resource-Based and Dynamic-Capability Views under Environmental Volatility. Journal of Business Research, 63, 27-31.
http://dx.doi.org/10.1016/j.jbusres.2009.01.007 [2] Ambrosini, V. and Bowman, C. (2009) What Are Dynamic Capabilities and Are They a Useful Construct in Strategic Management? International Journal of Management Reviews, 11, 29-49.
http://dx.doi.org/10.1111/j.1468-2370.2008.00251.x [3] Wernerfelt, B. (1984) A Resource Based View of the Firm. Strategic Management Journal, 5, 171-180.
http://dx.doi.org/10.1002/smj.4250050207 [4] Barney, J. (1991) Firm Resources and Sustained Competitive Advantage. Journal of Management, 17, 99-120.
http://dx.doi.org/10.1177/014920639101700108 [5] Teece, D.J., Pisano, G. and Shuen, A. (1997) Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18, 509-533.
http://dx.doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z [6] Teece, D.J. (2012) Dynamic Capabilities: Routines versus Entrepreneurial Action. Journal of Management Studies, 49, 1395-1401.
http://dx.doi.org/10.1111/j.1467-6486.2012.01080.x [7] Winter, S.G. (2003) Understanding Dynamic Capabilities. Strategic Management Journal, 24, 991-995.
http://dx.doi.org/10.1002/smj.318 [8] Teece, D.J. (2007) Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, 28, 1319-1350.
http://dx.doi.org/10.1002/smj.640 [9] Miles, R. and Snow, C. (1978) Organizational Strategy, Structure, and Process. The Academy of Management Review, 3, 546-562. [10] Hrebiniak, L.G. and Joyce, W.F. (1985) Organizational Adaptation: Strategic Choice and Environmental Determinism. Administrative Science Quarterly, 30, 336-349.
http://dx.doi.org/10.2307/2392666 [11] DeSarbo, W.S., Di Benedetto, C.A., Song, M. and Sinha, I. (2005) Revisiting the Miles and Snow Framework: Uncovering Interrelationships between Strategic Types, Capabilities, Environmental Uncertainty and Firm Performance. Strategic Management Journal, 26, 47-74. http://dx.doi.org/10.1002/smj.431 [12] Slater, S.F., Olson, E.M. and Hult, G.T. (2006) The Moderating Influence of Strategic Orientation on the Strategy Formation Capability-Performance Relationship. Strategic Management Journal, 27, 1221-1231.
http://dx.doi.org/10.1002/smj.569 [13] Zhou, K.Z. and Li, B.C. (2010) How Strategic Orientations Influence the Building of Dynamic Capability in Emerging Economies. Journal of Business Research, 63, 224-231. http://dx.doi.org/10.1016/j.jbusres.2009.03.003 [14] Schreyogg, G. and Kliesch-Eberl, M. (2007) How Dynamic Can Organizational Capabilities Be? Towards a Dual-Process Model of Capability Dynamization. Strategic Management Journal, 28, 913-933.
http://dx.doi.org/10.1002/smj.613 [15] Dimaggio, P.J. and Powell, W.W. (2005) A Gaiola de Ferro Revisitada: Isomorfismo Institucional e Racionalidade Coletiva nos Campos Organizacionais. Revista de Administração de Empresas, 45, 74-89. [16] Freeman, R.E. (2010) Strategic Management: A Stakeholder Approach. Cambridge University Press, Cambridge. [17] Porter, M.E. (1985) Competitive Advantage—Creating and Sustaining Superior Performance. The Free Press, New York. [18] Narver, J.C. and Slater, S.F. (1990) The Effect of a Market Orientation on Business Profitability. Journal of Marketing, 54, 20-35. http://dx.doi.org/10.2307/1251757 [19] Greenley, G.E. and Foxall, G.R. (1996) Consumer and Nonconsumer Stakeholder Orientation in UK Companies. Journal of Business Research, 35, 105-116. http://dx.doi.org/10.1016/0148-2963(95)00052-6 [20] Olson, E., Slater, S.F. and Hult, T.M. (2005) The Performance Implications of Fit among Business Strategy, Marketing Organization Structure, and Strategic Behavior. Journal of Marketing, 69, 49-65.
http://dx.doi.org/10.1509/jmkg.69.3.49.66362 [21] Gatignon, H. and Xuereb, J. (1997) Strategic Orientation of the Firm and New Product Performance. Journal of Marketing Research, 34, 77-90. http://dx.doi.org/10.2307/3152066 [22] Noble, C.G., Sinha, R.K., and Kumar, A. (2002) Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications. Journal of Marketing, 66, 25-39.
http://dx.doi.org/10.1509/jmkg.66.4.25.18513 [23] Yasin, M.M., Bayes, P.E. and Czuchry, A.J. (2005) The Changing Role of Accounting in Supporting the Quality and Customer Goals of Organizations: An Open System Perspective. International Journal of Management, 22, 323-331. [24] Dickson, P.R. (1992) Toward a General Theory of Competitive Rationality. Journal of Marketing, 56, 69-83.
http://dx.doi.org/10.2307/1252133 [25] Dillon, W.R., Madden T.J., and Firtle, N.H. (1994) Marketing Research in a Marketing Environment. Burr Ridge, Irwin. [26] Hair, J.F., Babin, B., Money, A.H. and Samouel, P. (2005) Fundamentos de Métodos de Pesquisa em Administração. Bookman, Porto Alegre. [27] Slater, S.F. and Narver, J. (1998) Customer Led and Market Oriented: Let’s Not Confuse the Two. Strategic Management Journal, 19, 1001-1006.
http://dx.doi.org/10.1002/(SICI)1097-0266(199810)19:10<1001::AID-SMJ996>3.0.CO;2-4 [28] Porter, M.E. (1996) What Is Strategy. Harvard Business Review, 61-78. [29] Kaehler, C. (2013) Framework de Avaliação de Competências Organizacionais: O Caso de Uma Empresa Brasileira de Agenciamento Marítimo. Dissertação de Mestrado, Programa de Pós Graduação em Administração da PUCRS.