Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity
The adaptability of organizations to their environment has always been a key concern in both organizational theory and management practice. Different from the single perspective of previous studies, this research adopts an integrated, outside-in perspective. Employing an agent-based simulation model...
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| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
| Published: |
Wiley
2021-01-01
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| Series: | Complexity |
| Online Access: | http://dx.doi.org/10.1155/2021/4241485 |
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| _version_ | 1832563024562487296 |
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| author | Yunhao Gong Yun Le Xinyue Zhang Xiaoyan Chen Hui Zeng |
| author_facet | Yunhao Gong Yun Le Xinyue Zhang Xiaoyan Chen Hui Zeng |
| author_sort | Yunhao Gong |
| collection | DOAJ |
| description | The adaptability of organizations to their environment has always been a key concern in both organizational theory and management practice. Different from the single perspective of previous studies, this research adopts an integrated, outside-in perspective. Employing an agent-based simulation model (ASM) and a multiple regression model (MRM), we examine the impact of the intensity of exploitative and exploratory practice on organizational adaptability, as well as the moderating effect of environmental dynamism and organizational absorptive capacity. The results of the research show that (1) the stable environment prefers organizations with a practice strategy of high exploitation and low exploration; (2) environmental dynamism inhibits the impact of both exploitative and exploratory practices on organizational adaptability; and (3) organizational absorptive capacity significantly reinforces the link between the intensity of exploitative practice, as well as exploratory practice, and organizational adaptability. The study investigates the external alignment of organizational exploratory and exploitative practices with environmental dynamism and internal fit with absorptive capacity. The findings provide new insight into the question of how organizations can resist the erosion of environmental dynamism through strategic alignment and capacity development. |
| format | Article |
| id | doaj-art-76afc324690f4ed7818a70363bbba378 |
| institution | Kabale University |
| issn | 1099-0526 |
| language | English |
| publishDate | 2021-01-01 |
| publisher | Wiley |
| record_format | Article |
| series | Complexity |
| spelling | doaj-art-76afc324690f4ed7818a70363bbba3782025-02-03T01:21:09ZengWileyComplexity1099-05262021-01-01202110.1155/2021/4241485Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive CapacityYunhao Gong0Yun Le1Xinyue Zhang2Xiaoyan Chen3Hui Zeng4School of Economics and ManagementSchool of Economics and ManagementSchool of Economics and ManagementSchool of Economics and ManagementSchool of Economics and ManagementThe adaptability of organizations to their environment has always been a key concern in both organizational theory and management practice. Different from the single perspective of previous studies, this research adopts an integrated, outside-in perspective. Employing an agent-based simulation model (ASM) and a multiple regression model (MRM), we examine the impact of the intensity of exploitative and exploratory practice on organizational adaptability, as well as the moderating effect of environmental dynamism and organizational absorptive capacity. The results of the research show that (1) the stable environment prefers organizations with a practice strategy of high exploitation and low exploration; (2) environmental dynamism inhibits the impact of both exploitative and exploratory practices on organizational adaptability; and (3) organizational absorptive capacity significantly reinforces the link between the intensity of exploitative practice, as well as exploratory practice, and organizational adaptability. The study investigates the external alignment of organizational exploratory and exploitative practices with environmental dynamism and internal fit with absorptive capacity. The findings provide new insight into the question of how organizations can resist the erosion of environmental dynamism through strategic alignment and capacity development.http://dx.doi.org/10.1155/2021/4241485 |
| spellingShingle | Yunhao Gong Yun Le Xinyue Zhang Xiaoyan Chen Hui Zeng Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity Complexity |
| title | Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity |
| title_full | Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity |
| title_fullStr | Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity |
| title_full_unstemmed | Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity |
| title_short | Organizational Adaptability Influenced by Practice Strategy, Environmental Dynamism, and Absorptive Capacity |
| title_sort | organizational adaptability influenced by practice strategy environmental dynamism and absorptive capacity |
| url | http://dx.doi.org/10.1155/2021/4241485 |
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