A Conceptual Exploration on the Co-evolution between Dynamic Capabilities and Corporate Growth
Date Issued
2005
Date
2005
Author(s)
CHO, SHIHCHIEH
DOI
zh-TW
Abstract
Most of current strategy theories interpret the interplay among environmental changes, corporate growth strategy, organization structure tend to take rather narrow focus and perspective, which fails to capture the dynamics underlying strategy. The present research therefore suggests we take a co-evolution framework and competence-based view to examine the interplays between corporate growth and industry ecology. Upon a thorough review of relevant literatures and case study, this research attempts to furnish a comprehensive framework to depict three research issues; they are integrated model of corporate growth, dynamic balance of organizational architecture, and schema of corporate transformation.
The integrative model of macro-evolutionary level implies that an effective strategy not only looks for exploitation opportunities of existing competencies, but also explores new competencies to reinforce its industry ecology and create new growth options. In addition, the integrative model of micro-evolutionary level implies that company strategy, strategic context, and organizational context decide the key co-evolutionary elements and activities in common, as well as determine the sources and causal relationship of core competencies and sustainable competitive advantages.
The three-layered network architecture implements the organizational strategy and accomplishes the organizational goals which encompass the horizontal collaboration, vertical empowerment, command system in terms of consistency between accountability, authority, and responsibility, allocation of human power and resources, establishment of horizontal and vertical communication network. It also come up with the decision trade-off of organizational balance design, including de-centralization vs. centralization, differentiation vs. integration, standardization vs. flexible adjustment, formalization vs. Informal system. The three-layered network architecture is fully in accord with the definition of dynamic balance of organization architecture and will generate synergies together with organizational purpose, management system, and organizational culture to construct the cooperative, exploited, and explored organizational competencies under the chaos and punctuated equilibrium.
The genuine corporate transformation must exist in cyclic evolution based upon the exploitation of existing core competencies and exploration of new core competencies. The leveraging and innovation of core competencies will come out in the course of complex, self-organized and under the dynamic, open, punctuated equilibrium environment. At last, the critical issue of corporate transformation lies not so much on static organizational structure arrangement as in contextual management of dynamic co-evolutionary competencies.
Subjects
共同演化
動態能耐
企業變革
組織基架
Co-evolution
Dynamic Capabilities
Corporate Transformation
Organizational Architecture
Type
other
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