Emergence of Responsiveness Across Organizations, Networks, and Clusters from a Dynamic Capability Perspective
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In: Journal of Competence-based Strategic Management, Vol. 9, 01.2017, p. 7-32.
Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - Emergence of Responsiveness Across Organizations, Networks, and Clusters from a Dynamic Capability Perspective
AU - Gärtner, Christian
AU - Schüßler, Elke
AU - Duschek, Stephan
AU - Ortmann, Günther
AU - Müller-Seitz, Gordon
AU - Huelsbeck, Marcel
PY - 2017/1
Y1 - 2017/1
N2 - Responsiveness has proved to be a crucial organizational capability because it enables timely reconfigurations of value chain activities. However, we know little about the role of higher levels such as interorganizational networks or clusters in constituting responsiveness. To address this gap, we conceptualize responsiveness as an emergent capability that results from interorganizational practices drawing on different structural properties of networks and clusters. Our paper contributes to research about responsiveness by developing a set of propositions about its emergence across multiple levels, which extends the single level approach of previous studies. Thereby, we emphasize the active dimension of responding to change because organizational (re-)actions involve attempts to influence changes as they evolve. Our conception also extends the literature on dynamic capabilities by highlighting the central role of interorganizational practices that are geared not only towards reconfiguring operative routines, but also towards taking responsibility and gaining legitimacy.
AB - Responsiveness has proved to be a crucial organizational capability because it enables timely reconfigurations of value chain activities. However, we know little about the role of higher levels such as interorganizational networks or clusters in constituting responsiveness. To address this gap, we conceptualize responsiveness as an emergent capability that results from interorganizational practices drawing on different structural properties of networks and clusters. Our paper contributes to research about responsiveness by developing a set of propositions about its emergence across multiple levels, which extends the single level approach of previous studies. Thereby, we emphasize the active dimension of responding to change because organizational (re-)actions involve attempts to influence changes as they evolve. Our conception also extends the literature on dynamic capabilities by highlighting the central role of interorganizational practices that are geared not only towards reconfiguring operative routines, but also towards taking responsibility and gaining legitimacy.
KW - Management studies
KW - Responsiveness
KW - Dynamic Capabilities
KW - Networks, Clusters
KW - Practices
KW - responsiveness
KW - dynamic capabilities
KW - networks
KW - clusters
KW - practices
U2 - 10.25437/jcsm-vol9-32
DO - 10.25437/jcsm-vol9-32
M3 - Journal articles
VL - 9
SP - 7
EP - 32
JO - Journal of Competence-based Strategic Management
JF - Journal of Competence-based Strategic Management
SN - 2510-4357
ER -