A systemic approach to applying asset orchestration theory (original) (raw)
Related papers
Managing asset orchestration: A processual approach to adapting to dynamic environments
Journal of Business Research, 2018
The organizational ability to adapt to dynamic environments through asset orchestration is at the core of dynamic capabilities research. However, the theory remains vague regarding how firm assets are orchestrated, and the present study addresses this gap. We develop an asset-level framework distinguishing four modes with which dynamic capabilities influence assets and apply it on longitudinal, in-depth qualitative case data. Revealing managerial considerations regarding how assets are orchestrated over time, we propose the terms sequencing and balancing to denote how similar and different orchestration modes, respectively, are combined in the processes. We relate these concepts to managerial coordination and to achieving timely and appropriate organizational response to environmental dynamism. Avenues for future research and prescriptions to practitioners are suggested.
Resource Orchestration to Create Competitive Advantage: Breadth, Depth, and Life Cycle Effects
Journal of Management, 2011
In this article, the authors discuss how an emerging research stream, which they term resource orchestration, has the potential to extend the understanding of resource-based theory (RBT) by explicitly addressing the role of managers' actions to effectively structure, bundle, and leverage firm resources. First, the authors review this emerging stream by comparing two related frameworks, resource management and asset orchestration. This comparison leads to their integration, which enables a more precise understanding of managers' roles within RBT. Then the authors discuss what is known and what remains to be known about resource orchestration. This leads to in-depth reviews of three areas where research on resource orchestration can be used to extend RBT. These areas are (1) breadth (resource orchestration across the scope of the firm), (2) life cycle (resource orchestration at various stages of firm maturity), and (3) depth (resource orchestration across levels of the firm). They close with a discussion of future research that will extend resource orchestration and contribute to a more robust RBT.
How the Resource‐based and the Dynamic Capability Views of the Firm Inform Corporate‐level Strategy
British Journal of Management, 2003
SummaryThis paper explains that the resource‐based view essentially addresses issues of competitive strategy, but by integrating some arguments from its evolutionary version, the dynamic capability view, it can be extended to inform our understanding of corporate‐level strategy. We concentrate on the issue of value creation from corporate centres and ask how the centre can possess or provide resources. The primary dynamic capabilities identified by Teece, Pisano and Shuen (1997) are elaborated into six distinct modes of resource creation. Each mode is considered in relation to a set of organizational design parameters. We then propose resource‐creating configurations that are congruent with respect to the modes and the required states of the design parameters. We point out areas of tension that are likely to arise if corporations try to combine different modes of resource creation. We conclude that corporate centres may possess resources but must display dynamic capabilities otherwi...
Integrated strategic asset management: frameworks and dimensions
2012
In this paper we build on the conceptualisation that asset management is embedded in organisations through the a) temporal, b) organisational, and c) spatial dimensions as suggested by Amadi-Enchendu et al. (2007) to characterise asset management in a comprehensive way. Our research question examines how an integrated approach to asset management might consider the whole range of interrelations and interactions of these dimensions. It is argued asset management should address the operational management of the asset as well as the strategic management of the asset (time dimension). It should take the overall organisational management, the technology and information management, and the human factors management into account (organisational dimension). In addition the inclusion of the different management topics which arise from the interaction between the asset and stakeholders and clients, ecological environment, industrial sector, and the government is critical (spatial dimension). We argue that a strategic standpoint for asset management establishes a framework that includes governance, policy, tactical and operational aspects that are brought into a comprehensive integrated approach. Prior research and frameworks have identified the various elements that need to be considered, however, these models have not addressed how to operationalise the various levels and have neglected governance and broader contextual factors in building an asset management model. The research considers the provision of a coherent framework as a possible alternative to start to develop integrated asset management from a strategic point of view. Based on our integrated asset management approach we present a possible approach to developing a capability maturity model which addresses all three outlined dimensions. For the development of such a capability maturity model it is necessary to define asset management process areas, capability and maturity levels, and capability and maturity indicators for each process area.
International Journal of Learning and Intellectual Capital, 2007
In order to untangle the sources of heterogeneity among firms, this study reviews the last 20 years' works related to the resource-based view of the firm, the knowledge-based perspectives on competitive advantage sustainability, and the dynamic capability view. We reach three important conclusions that provide a more granular understanding of resource heterogeneity and its development. First, dynamic capabilities leading to competitive advantage are knowledge-based processes characterised by functional specialisation. Second, their design is based on a weighted organisational mix, made up of skilled actors, incentive systems, dedicated organisational structure and idiosyncratic culture. Third, their development and management require a specific division of labour between senior and middle managers. We conclude our work by addressing future research on the topic and by highlighting core implications for practitioners.
As a field of study, organization strategy faces growing fragmentation, abstract theorizing, and lack of integration within academic disciplines. This paper offers an integrated framework for corporate strategy based on strategic capacity of the organization, flowing from asset endowments-tangible and intangible – which both define and constrain strategic choices. Asset positioning strategies flow from judicious appreciation of alignment of strategic goals, capabilities that flow from asset organizational endowments, and opportunities that frame organizational plans based on real costs and revenue potential. While the strategic capacities to exploit and monetize asset value are enhanced when organizational capabilities and competences activities are aligned, internal dysfunctions and executive myopias may activate decision inertia and explain why organizations slowly lesson and then lose their competitive advantage. However, given the enormous competitive and technological changes globally, and new disruptions from an Internet and digital world, it is vital to align assets, capabilities, and tools of execution for term term competitive advantage.
Role of Dirigen of Resource Orchestration and Dynamic Capability on Competitive Strategy
2016
In a company that has been well-established and gone international, to grow, the company must adapt to its business environment and would certainly undergo strong external pressure, so that a conductor is required to align the activities of various divisions and subsidiaries. The purpose of this study is to discover the influence of resource orchestration and dynamic capability on competitive strategy and their implications toward competitive advantage. In addition, to determine the effect of dynamic capability towards the strategy and competitive advantage in soes Construction Service. This study is conducted by a conceptual approach using grounded theory. Questionnaire and interview are distributed to 60 top leaders and project managers of soes Construction Service to explore their strategic perspective in the construction industry. The sampling technique by using proportional random sampling technique. The data is in the form of SEM and is analyzed by Path Analysis. Novelty of th...
The dynamic capabilities view posits that a firm’s success is largely driven by its ability to adapt to a changing environment to secure value creating potential and, thus achieve a competitive advantage. The dynamic capabilities perspective has attracted much scholarly attention in the last two decades, as reflected in the proliferation of conceptual and research articles in the strategic management literature. Knowledge about the relationship between dynamic capabilities and other theoretical concepts within the strategic management field remains limited. This paper therefore synthesizes the literature and uses it to develop a more clear relationship between notions of dynamic capabilities, resources, assets, competencies and static capabilities. Potential areas of future research are also outlined.
Manufacturing Transformational Change Through Asset Orchestration
2020
By documenting a case of transformational change in a Multi-National Company this paper brings together conceptual thinking from management and systems engineering schools to propose a new systematic approach to the application of emergent asset orchestration theory. When so doing the paper illustrates how collective decision making amongst multiple management teams, responsible for large scale organisational change, can be systematically integrated and enabled at multiple-levels of abstraction.
Inter-organisational asset management: linking an operational and a strategic view
International Journal of Process Management and Benchmarking, 2016
Interconnections and interdependencies are increasing globally. The formation of inter-organisational relationships is a result of the wide-ranging phenomenon of networking. When traditional organisational boundaries are blurred, many challenges arise in coordination and management. They can, however, be addressed by emphasising inter-organisational cost and asset management, a concept novel to the literature. We also claim that companies are able to realise concrete benefits from such joint actions, especially in the long-term. The main objective of the paper is to demonstrate the benefits of inter-organisational asset management on the operational and strategic level with our asset management models. Two focal conclusions emerge. Firstly, we exemplify, and prove, that companies can create economic value collaboratively on either, the operational or the strategic level. Secondly, the cause-and-effect relationship between operational decisions and strategic outcomes is highlighted by integrating the two levels of inter-organisational asset management. Managerial implications can be drawn from both.