Abstract Firms in today’s world face great environmental turbulence due to ever-evolving competition, changing technology, fluctuating demand, disruption in the supply chain caused by man made or natural disasters, etc. High levels of environmental turbulence can paralyze a firm’s operations. Actually Competitive activity of the firm in this environments is depends on the firm’s ability to Change management and its flexibility. How can CEOs radically accelerate the evolution of their business models? This is a critical question: many companies fail, not because they do something wrong or mediocre, but because they keep doing what used to be the right thing for too long, and fall victim to the rigidity of their business model. In the face of discontinuities and disruptions, convergence and intense global competition, companies now need to transform their business models more rapidly, more frequently and more far-reaching than in the past. Although the classical approach of strategy is still important and it is used, but in environments with rapidly business changing, strategic agility should be replaced by long-term and hard to follow strategic planning. The stability of classic strategy model is also likely to result in a growing rigidity, which inevitably limits a firm’s ability to renew and reform itself. Strategic agility requires a firm to become a knowledge factory where knowledge begets knowledge .In the literature of agility is expressed that the organization means to achieve agility are dynamic capabilities. Based on these studies can be expressed that strategic agility and its dimensions and its shaping based on dynamic capabilities as yet not been studied and doing applied study in this field can be useful to rebuild business models. Based on Limited research has been done to introduce dynamic capabilities in rapidly changing environments can be cited the dynamic capabilities such as IT competence, entrepreneurial alertness and acuity market. The broad objective of this research is introducing and testing the model of shaping strategic agility based on dynamic capabilities such as IT competencies, entrepreneurial alertness and acuity market to improve the competitively activity in the electronic industry in Italy. The tools of data analysis is Regression .
Designing Competivity Activity Model with the approach of strategic agility: Effect of IT Competence, Entrepreneurial Alertness and Acuity Market
VAGNONI, Emidia;
2014
Abstract
Abstract Firms in today’s world face great environmental turbulence due to ever-evolving competition, changing technology, fluctuating demand, disruption in the supply chain caused by man made or natural disasters, etc. High levels of environmental turbulence can paralyze a firm’s operations. Actually Competitive activity of the firm in this environments is depends on the firm’s ability to Change management and its flexibility. How can CEOs radically accelerate the evolution of their business models? This is a critical question: many companies fail, not because they do something wrong or mediocre, but because they keep doing what used to be the right thing for too long, and fall victim to the rigidity of their business model. In the face of discontinuities and disruptions, convergence and intense global competition, companies now need to transform their business models more rapidly, more frequently and more far-reaching than in the past. Although the classical approach of strategy is still important and it is used, but in environments with rapidly business changing, strategic agility should be replaced by long-term and hard to follow strategic planning. The stability of classic strategy model is also likely to result in a growing rigidity, which inevitably limits a firm’s ability to renew and reform itself. Strategic agility requires a firm to become a knowledge factory where knowledge begets knowledge .In the literature of agility is expressed that the organization means to achieve agility are dynamic capabilities. Based on these studies can be expressed that strategic agility and its dimensions and its shaping based on dynamic capabilities as yet not been studied and doing applied study in this field can be useful to rebuild business models. Based on Limited research has been done to introduce dynamic capabilities in rapidly changing environments can be cited the dynamic capabilities such as IT competence, entrepreneurial alertness and acuity market. The broad objective of this research is introducing and testing the model of shaping strategic agility based on dynamic capabilities such as IT competencies, entrepreneurial alertness and acuity market to improve the competitively activity in the electronic industry in Italy. The tools of data analysis is Regression .I documenti in SFERA sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
