فصلنامه مطالعات مدیریت راهبردی

فصلنامه مطالعات مدیریت راهبردی

تاثیر بداهه‌پردازی راهبردی بر مزیت رقابتی با حافظه سازمانی

نوع مقاله : پژوهشی

نویسندگان
مهدی ربیعی 1
عطاءاله هرندی 2
شادان وهاب زاده 3
1 کارشناس ارشد، دانشگاه آزاد اسلامی واحد تهران شمال، تهران، ایران
2 استادیار، دانشکده مدیریت کسب‌وکار، دانشگاه تهران، تهران، ایران
3 استادیار، دانشگاه آزاد اسلامی واحد تهران شمال، تهران، ایران
10.22034/smsj.2023.383493.1787
چکیده
در محیط‌های پیچیده و دائماً در حال تغییر، شرکت‌ها اغلب ملزم به اتخاذ پاسخ‌های بداهه به برخی رویدادهای پیش‌بینی نشده هستند و گاهی اوقات برای حفظ یا پیشرفت نیاز به بداهه سازی راهبردی دارند. شکاف نظری این حوزه، مطالعه تاثیرات بداهه سازی راهبردی بر مزیت رقابتی است. در این مطالعه سعی بر آن است تا با ارائه مدل به بررسی تاثیرات بین بداهه‌پردازی راهبردی، مزیت رقابتی و نقش میانجی حافظه سازمانی پرداخت. تحقیق از نوع کاربردی و توصیفی است. از روش مدل سازی معادلات ساختاری برای تحلیل آماری استفاده شد. داده‌ها، پیمایشی و مقطعی و از نظر ماهیت کمّی می باشند. جامعه پژوهش مدیران ارشد و کلیدی در بانک بخش خصوصی و نمونه‌گیری تصادفی ساده است. روایی محتوای پرسشنامه با استفاده از نظر خبرگان و سنجش پایایی آن با محاسبه ضرایب آلفاکرونباخ مورد تأیید قرار گرفته است. نتایج نشان می‌دهند بداهه‌سازی راهبردی به طور مثبت بر مزیت رقابتی موثر است. نقش حافظه سازمانی در این رابطه نیز به تائید رسید و بداهه‌سازی راهبردی می‌تواند از طریق حافظه سازمانی بر مزیت رقابتی موثر باشد. افراد با جبران کمبود دیدگاه سنتی مبتنی بر منابع تا حدی، به بهبود درک بداهه راهبردی و به دستیابی به اهداف توسعه پایدار کمک می‌کنند. 
کلیدواژه‌ها
بداهه‌سازی راهبردی
مزیت رقابتی
یادگیری سازمانی
حافظه سازمانی
چابکی

موضوعات

عنوان مقاله English

The effects of strategic improvisation on competitive advantage with organizational memory

نویسندگان English

Mehdi Rabiei 1
Ata Ollah Harandi 2
Shadan Vahabzadeh 3
1 MA graduated, Department of Business Management, North Branch of Islamic Azad University, Tehran, Iran
2 Assistant Professor, Faculty of Business Management, University of Tehran, Tehran, Iran
3 Assistant Professor, Department of Business Management, North Branch of Islamic Azad University, Tehran, Iran
چکیده English

Introduction
In complex and ever-changing environments, companies are often required to adopt improvised responses to some unforeseen events and sometimes need strategic improvisation to sustain or thrive. The theoretical gap of this field is to study the effects of strategic improvisation on competitive advantage. This study presents a model to examine the effects of strategic improvisation, competitive advantage, and the mediating role of organizational memory. By partially compensating for the lack of a traditional resource-based perspective, we contribute to improving the understanding of strategic improvisation and achieving Sustainable Development Goals. Also, in the end, we provide practical suggestions to senior managers and decision-makers in the banking industry. Today's business world is a world of rapid changes and developments. Therefore, environmental complications are an integral part of today's businesses, and organizations have always faced environmental changes caused by external turbulence. With the help of classical strategic management, he developed a strategy in complex environments. Strategizing in complex environments differs from a step-by-step compilation, implementation, and control process. Due to the planning limitations in very dynamic environments, managers need help making decisions. In these conditions, strategic management appears in simple rules during impromptu decisions and prevents the organization from deviating from its path. From the point of view of complexity theory, strategy is the art of maintaining the organization in chaos and turbulence, conditions where freedom and management of the path create creative outputs. Developing a suitable strategy and predicting the effects of environmental changes on the organization is deeply related to the awareness and analysis of information from the internal and external environment. To improve the quality of decisions in the shortest possible time, correct information should be available in the shortest possible time. For this purpose, the internal and external environment of the organization should be everywhere, and the continuous organization should be sensitive to environmental information.
Methodology
Since in this research we are solving a problem and providing application in a specific field, this research is in the category of applied research and a descriptive method in terms of purpose, and the structural equation modeling method is used to investigate the research topic. In terms of the time of data collection, it is survey-cross-sectional, and it is quantitative one. The tool used is a questionnaire. The statistical population includes two groups of senior managers in the organizational field and branch managers of Tehran Province of Iran Bank. The main reason for choosing the banking industry is the importance of the service sector in the GDP, on the one hand, and the level of turbulence, complexity and chaos in the environment of this industry, and the importance of the role of improvisation and organizational memory on the other hand. It is the other side. According to the investigations and investigations of all active branches of the bank in Tehran based on the list received from the central organization of Iran Zamin Bank in Tehran until the first six months of 2023, all branch managers of Iran Zamin Bank in Tehran including 115 people and senior managers of the organization Central Bank includes 65 people, as a result, in the current research, the size of the statistical population is determined to be 180 people; The sample size of 120 people was determined and simple random method was used to select the sample. The questionnaire consists of two parts, at the beginning of which there are questions related to the demographic characteristics of people, including age, gender, work experience, and education, and then there are 7 items from the standard questionnaire to measure improvisation. Strategic and the number of 7 items have been used to measure the organizational memory and with the number of 7 items to measure the competitive advantage. Also, the assessment of the items is valued based on the five-point Likert scale.
Results and Discussion
As it was observed, due to the theoretical gap in the field of strategic improvisation effect and competitive advantage of the organization and medical factors on this effect of organizational communication, this article developed a model for this perspective designer and put it in the test stage. Extensive experiments from the theoretical model of the current research make this. In addition to confirming the effect of improvisation on competitive advantage and organizational memory, the middle role of corporate memory in the improvisational effects of strategies on the organization's competitive advantage is Confirmed. The final explanation of the model and statement of why it was created should show the title because of the strategy. Emerges and improves development, and by using quick strategic decisions based on strategic decisions, it is possible to improve the agile performance of the organization and adapt itself to the environmental turbulence by using the resulting competitive advantages. He guided the organization on growth and development in a complex environment.
Conclusion
As observed, due to the theoretical gap in the field of strategic improvisation and organizational memory and its role in competitive advantage, this article designed and tested a developed model for this purpose. The experimental findings broadly support the theoretical model of the present research and in addition to confirming the effect of strategic improvisation and organizational memory on competitive advantage, the role of organizational memory interface in the effect of strategic improvisation on competitive advantage was also confirmed. In the final explanation of the model and explanation of the results obtained, it should be mentioned that today's business world is a world full of rapid changes and transformations. Changes that occur due to complications in the environment. Therefore, it can be said that environmental complications are an integral part of today's businesses and organizations have always faced the challenge of environmental changes caused by external turbulences. Learning from the environment, flexibility and adaptability can be the cause of resilience and sustainability. Meanwhile, improvisation based on organizational learning and memory can play a very important role in gaining and maintaining competitive advantage.
 

کلیدواژه‌ها English

Strategic improvisation
Competitive advantage
Organizational learning
Organizational memory
Agility
  1. Adomako, S., Opoku, R. A., & Frimpong, K. (2018). Entrepreneurs' improvisational behavior and new venture performance: Firm-level and institutional contingencies. Journal of Business Research, 83, 10-18.

https://doi.org/10.1016/j.jbusres.2017.10.006

  1. Ahmad, H., Arshad, D., & Marchalina, L. (2015). Entrepreneurial orientation, strategic improvisation, talent management, and firm performance. Journal of Business Economics and Finance, 4(1), 92-107.

https://doi.org/10.17261/Pressacademia.201519953

  1. Akhavan, Amir Nasser. (2017) The impact of Cyberspace in the improvement and development of the business domain. Journal of crime prevention approach, 1, 54 45. (In Persian)
  2. Albert, S.; Whetten, D.A. (2004). Organizational identity. In Organizational Identity: A Reader; Oxford University Press: Oxford, UK, 89–118.
  3. Ali, B. J., & Anwar, G. (2021). A Study of Knowledge Management Alignment with Production Management: A Study of Carpet Manufacture in Kurdistan Region of Iraq. International Journal of English Literature and Social Sciences, 6(2), 346–360. https://dx.doi.org/10.22161/ijels.62.51
  4. Allègre L. Hadida, William Tarvainen, Jed Rose. (2014). Organizational Improvisation: A Consolidating Review and Framework, International Journal of Management Reviews, 17(4), 437-459.

https://doi.org/10.1111/ijmr.12047

  1. Anderson, J. R. (2013). The adaptive character of thought. Psychology Press.

https://doi.org/10.4324/9780203771730

  1. Antonacopoulou, E. P. (2006). The relationship between individual and organizational learning: New evidence from managerial learning practices. Management Learning, 37(4), 455-473.

https://doi.org/10.1177/1350507606070220

  1. Argyris, C., & Schön, D. A. (1997). Organizational learning: A theory of action perspective. Reis, (77/78), 345-348. https://doi.org/10.2307/40183951
  2. Ashforth, B. E., Rogers, K. M., & Corley, K. G. (2011). Identity in organizations: Exploring cross-level dynamics. Organization Science, 22(5), 1144-1156. https://doi.org/10.1287/orsc.1100.0591
  3. Bakar, H.A., Mahmood, R. and Ismail, N.N.H.N. (2015). Fostering small and medium enterprises through entrepreneurial orientation and strategic improvisation. Mediterranean Journal of Social Sciences, 6(4), 481 487. https://doi.org/10.5901/mjss.2015.v6n4p481
  4. Baker, T., Miner, A. S., & Eesley, D. T. (2003). Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2), 255-276.

https://doi.org/10.1016/S0048-7333(02)00099-9

  1. Barclay, M. J. Smith, C., 1995. The maturity structure of corporate debt. Journal of Finance, 50(2), 609-631.

https://doi.org/10.1111/j.1540-6261.1995.tb04797.x

  1. Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650. https://doi.org/10.1177/014920630102700602
  2. Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173. https://doi.org/10.1037/0022-3514.51.6.1173
  3. Barot, Tomas. (2018). Complemented Adaptive Control Strategy with Application in Pedagogical Cybernetics. Part of the Advances in Intelligent Systems and Computing book series (AISC, Vol. 765).

https://doi.org/10.1007/978-3-319-91192-2_6

  1. Barry, C. B., Peavy Jr, J. W., & Rodriguez, M. (1998). Performance characteristics of emerging capital markets. Financial Analysts Journal, 54(1), 72-80.https://doi.org/10.2469/faj.v54.n1.2147
  2. Ben-Menahem, S. M., Kwee, Z., Volberda, H. W., & Van Den Bosch, F. A. (2013). Strategic renewal over time: the enabling role of potential absorptive capacity in aligning internal and external rates of change. Long range planning, 46(3), 216-235. https://doi.org/10.1016/j.lrp.2012.09.012
  3. Ben-Menahem, S. M., Kwee, Z., Volberda, H. W., & Van Den Bosch, F. A. (2013). Strategic renewal over time: the enabling role of potential absorptive capacity in aligning internal and external rates of change. Long range planning, 46(3), 216-235. https://doi.org/10.1016/j.lrp.2012.09.012
  4. Bergh, D. D., & Lim, E. N. K. (2008). Learning how to restructure: absorptive capacity and improvisational views of restructuring actions and performance. Strategic management journal, 29(6), 593-616.

https://doi.org/10.1002/smj.676

  1. Best, S., & Gooderham, P. (2015). Improvisation: A legitimate strategy in the face of adversity. Small Enterprise Research, 22(1), 49-68. https://doi.org/10.1080/13215906.2015.1017871
  2. Camisón, C., & Villar López, A. (2011). Non-technical innovation: Organizational memory and learning capabilities as antecedent factors with effects on sustained competitive advantage. Industrial Marketing Management, 40(8), 1294 1304. https://doi.org/10.1016/j.indmarman.2011.10.001
  3. Chaharbaghi, K., & Lynch, R. (1999). Sustainable competitive advantage: towards a dynamic resource‐based strategy. Management Decision, 37(1), 45-50. https://doi.org/10.1108/00251749910252012
  4. Charoensukmongkol, P. (2022). Does entrepreneurs’ improvisational behavior improve firm performance in times of crisis? Management Research Review, 45(1), 26-46. https://doi.org/10.1108/MRR-12-2020-0738
  5. Chelariu, C., Johnston, W. J., & Young, L. (2002). Learning to improvise, improvising to learn: a process of responding to complex environments. Journal of Business Research, 55(2), 141-147.

https://doi.org/10.1016/S0148-2963(00)00149-1

  1. Choo, C. W. (2001). Environmental scanning as information seeking and organizational learning. Information Research, 7(1), 7-1. https://aisel.aisnet.org/sprouts_all/18
  2. Choo, C. W., & Auster, E. (1993). Environmental scanning: Acquisition and use of information by managers. Annual Review of Information Science and Technology (ARIST), 28, 279-314.

https://eric.ed.gov/?id=EJ481931

  1. Clare, G. & Uddin, S. (2019). Corporate image and competitive advantage for apparel companies. Trends in Textile Engineering and Fashion Technology, 5(4), 663 – 671.

https://doi.org/10.31031/TTEFT.2019.05.000618.

  1. Coraiola, D. M., & Murcia, M. J. (2019). From organizational learning to organizational mnemonics: Redrawing the boundaries of the field. Management Learning, 1–14.

https://doi.org/10.1177/1350507619889737

  1. Cross, R., & Baird, L. (2000). Technology is not enough: Improving performance by building organizational memory. MIT Sloan Management Review, 41(3), 69.
  2. Crossan, M. M., White, R. E., Lane, H. W., & Klus, L. (1996). The improvising organization: Where planning meets opportunity. Organizational dynamics, 24(4), 20-36.
  3. Crossan, M., Cunha, M. P. E., Vera, D., & Cunha, J. (2005). Time and organizational improvisation. Academy of Management Review, 30(1), 129-145. https://doi.org/10.5465/amr.2005.15281441
  4. Crossan, M., Cunha, M. P. E., Vera, D., & Cunha, J. (2005). Time and organizational improvisation. Academy of Management Review, 30(1), 129-145. https://doi.org/10.5465/amr.2005.15281441
  5. Cunha, M. P. E., & Clegg, S. (2019). Improvisation in the learning organization: A defense of the infra-ordinary. The learning organization, 26(3), 238-251. https://doi.org/10.1108/TLO-07-2018-0126
  6. Cunha, M. P. E., Neves, P., Clegg, S. R., & Rego, A. (2015). Tales of the unexpected: Discussing improvisational learning. Management Learning, 46(5), 511-529. https://doi.org/10.1177/1350507614549121
  7. Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ, 2(4), 169-187.
  8. Dehghanan, H., & Hrandi, A. (2014). Investigating the Impacts of Social Capital on Innovation Performance with an Emphasis on the Mediatory Role of Knowledge Transfer: A Case Study of Iranian IT Knowledge-based Firms. Innovation Management Journal, 3(1), 1-22.
  9. Dusya Vera, Mary Crossan. (2005). Improvisation and Innovative Performance in Teams. Organization Science, 16(3), 203-224. https://doi.org/10.1287/orsc.1050.0126
  10. Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of management journal, 34(3), 517-554. https://doi.org/10.5465/256405
  11. Easterby‐Smith, M., Crossan, M., & Nicolini, D. (2000). Organizational learning: debates past, present and future. Journal of management studies, 37(6), 783-796. https://doi.org/10.1111/1467-6486.00203
  12. Eisenhardt, K. M. (1997). Strategic decisions and all that jazz. Business Strategy Review, 8(3), 1-3.

https://doi.org/10.1111/1467-8616.00031

  1. Hair Jr, J., Sarstedt, M., Hopkins, L., & G. Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European business review, 26(2), 106-https://doi.org/10.1108/EBR-10-2013-0128
  2. Fahey, L., & Christensen, H. K. (1986). Evaluating the research on strategy content. Journal of Management, 12(2), 167-183. https://doi.org/10.1177/014920638601200203
  3. Falkheimer, J., & Sandberg, K. G. (2018). The art of strategic improvisation: A professional concept for contemporary communication managers. Journal of Communication Management, 22(2), 253-https://doi.org/10.1108/JCOM-03-2018-0020

 

  1. Fathipour, Sakineh, (2010). Competitive advantage and organizational memory in banks, 10th International Conference on Economics and Management, Rasht. (In Persian)
  2. Feiz, D., Dehghani Soltani, M., Farsizadeh, H., & Ghollamzadeh, R. (2017). Assessing the effect of knowledge sharing on Employees' Psychological Empowerment by Clarifying Mediating Role of organizational memory and learning collaborative electronic in the National Library and Archives of IR of Iran. Iranian Journal of Information processing and Management, 32(3), 731-760. https://doi.org/10.35050/JIPM010.2017.036
  3. Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative science quarterly, 48(1), 94-118. https://doi.org/10.2307/3556620
  4. Forbes, D. P. (2005). The effects of strategic decision making on entrepreneurial self–efficacy. Entrepreneurship theory and practice, 29(5), 599-626. https://doi.org/10.1111/j.1540-6520.2005.00100.x
  5. Garvin, D. A. (1993). Manufacturing strategic planning. California Management Review, 35(4), 85-106.

https://doi.org/10.2307/41166756

  1. Gioia, D. A., Schultz, M., & Corley, K. G. (2000). Organizational identity, image, and adaptive instability. Academy of Management Review, 25(1), 63-81. https://doi.org/10.5465/amr.2000.2791603
  2. Harandi, A. (2017). Investigating the Effects of Strategic Intelligence on Strategic Improvisation and Agility in IT Knowledge-Based Firms. Journal of Technology Development Management, 5(2), 147-169. (|In Persian)

https://doi.org/10.22104/jtdm.2018.2255.1777

  1. Hatch, M. J., & Schultz, M. (2002). The dynamics of organizational identity. Human relations, 55(8), 989-1018. https://doi.org/10.1177/0018726702055008181
  2. Harandi, A. (2015). The Effects of 0rganizational Citizenship Behavior on Customers' Brand Image. Quarterly Journal of Brand Management, 2(2), 97-124. (In Persian) https://doi.org/doi: 10.22051/bmr.2015.2581
  3. Hmieleski, K. M., Corbett, A. C., & Baron, R. A. (2013). Entrepreneurs’ improvisational behavior and firm performance: A study of dispositional and environmental moderators. Strategic Entrepreneurship Journal, 7(2), 138-150. https://doi.org/10.1002/sej.1143
  4. Harandi, A., & Mirzaeian Khamseh, P. (2024). Can Perceived Overqualification Increase Cyberloafing? An Emphasis on the Mediating Role of Emotional Exhaustion. Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies), 17(2), 409-424.

https://doi.org/10.22059/ijms.2023.339410.674982

  1. Howells, J., James, A., & Malik, K. (2003). The sourcing of technological knowledge: distributed innovation processes and dynamic change. R&D Management, 33(4), 395-409.

https://doi.org/10.1111/1467-9310.00306

  1. Hu, L., Gu, J., Wu, J., & Lado, A. A. (2018). Regulatory focus, environmental turbulence, and entrepreneur improvisation. International Entrepreneurship and Management Journal, 14(1), 129-148.

https://doi.org/10.1007/s11365-017-0446-7

  1. Huang, Y. T., & Tsai, Y. T. (2013). Antecedents and consequences of brand-oriented companies. European journal of marketing, 47(11/12), 2020-2041.

https://doi.org/10.1108/EJM-07-2011-0371

  1. Huang-Horowitz, N. C., & Evans, S. K. (2020). Communicating organizational identity as part of the legitimation process: A case study of small firms in an emerging field. International Journal of Business Communication, 57(3), 327-351. https://doi.org/10.1177/2329488417696726
  2. Huber, G. P. (1991). Organizational learning: The contributing processes and the literature. Organization Science, 2(1), 88-115. https://doi.org/10.1287/orsc.2.1.88
  3. Ibrahim, N. A., Mahmood, R., & Bakar, M. S. (2018). Strategic improvisation and HEIs performance: the moderating role of organizational culture. PSU Research Review. https://doi.org/10.1108/PRR-01-2017-0009
  4. Jackson, P.D. and Klobas, J.E. (2010). Exploring the potential of Web 2.0 to improve knowledge directories and "group mind". Bocconi University. Carlo F. Dondena Centre for Research on Social Dynamics, Milan, Italy
  5. Jain, D. K., & Sharma, S. (2015). Cooperative caching strategy in mobile ad hoc networks for caching the replaced data item. Wireless Personal Communications, 84, 2613-2634.

https://doi.org/10.1007/s11277-015-2723-5

  1. Khashei V, Harandi A. (2015). Investigating the Role of Cultural Intelligence in Promoting Competitive Intelligence. ORMR, 5 (1), 43-60. (In Persian) https://doi.org/20.1001.1.22286977.1394.5.1.6.7
  2. Khashei, V., & Harandi, A. O. (2015). Explaining Strategic Control Model in Weight Industry: Discourse Exploration Using Grounded Theory Strategy. Journal of Strategic Management Studies, 6(22), 61-80. (In Persian) https://doi.org/20.1001.1.22286853.1394.6.22.3.9
  3. Kjærgaard, A. L. (2009). Organizational identity and strategy: An empirical study of organizational identity's influence on the strategy-making process. International Studies of Management & Organization, 39(1), 50-69 https://doi.org/10.2753/IMO0020-8825390103
  4. Knudsen, J. S., & Moon, J. (2012). Corporate social responsibility as mutual governance: International government, civil society, and business interactions. Civil Society and Business (October 18, 2012).

https://doi.org/10.5465/AMBPP.2012.13902abstract

  1. Kreiner, G. E., & Ashforth, B. E. (2004). Evidence toward an expanded model of organizational identification. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(1), 1-27. https://doi.org/10.1002/job.234
  2. Krylova, K. O., Vera, D., & Crossan, M. (2016). Knowledge transfer in knowledge-intensive organizations: the crucial role of improvisation in transferring and protecting knowledge. Journal of Knowledge Management, 20(5), 1045-1064. https://doi.org/10.1108/JKM-10-2015-0385
  3. Lant, T. K. (2000). Organizational learning: Creating, retaining, and transferring knowledge.

https://doi.org/10.1108/JKM-10-2015-0385

  1. Lave, J., & Wenger, E. (1991). Situated learning: Legitimate peripheral participation. Cambridge university press.
  2. Livengood, R. S., & Reger, R. K. (2010). That's our turf! Identity domains and competitive dynamics. Academy of Management Review, 35(1), 48-66. https://doi.org/10.5465/amr.35.1.zok48
  3. Mazloomi, N., Harandi, A. (2015). Explaining the Role of Strategic Intelligence in Innovation Performance: Focused the Intermediation Role of Strategic Decision-Making Speed. Journal of Strategic Management Studies, 5(20), 129-148. (In Persian) https://doi.org/20.1001.1.22286853.1393.5.20.6.1
  4. Meijani, M., Rousta, A., & Jamshidi, D. (2021). Employing the creative approach of brand addiction to develop a model of repurchasing luxury products. Journal of Innovation and Creativity in Human Science, 10(4), 113-142. https://sid.ir/paper/394786/en
  5. Milliken, F. J. (1990). Perceiving and interpreting environmental change: An examination of college administrators' interpretation of changing demographics. Academy of Management Journal, 33(1), 42-63.

https://doi.org/10.5465/256351

  1. Miner, A. S., Bassof, P., & Moorman, C. (2001). Organizational improvisation and learning: A field study. Administrative science quarterly, 46(2), 304-337. https://doi.org/10.2307/2667089
  2. Moorman, C., & Miner, A. S. (1998). Organizational improvisation and organizational memory. Academy of Management Review, 23(4), 698-723. https://doi.org/10.5465/amr.1998.1255634
  3. ORUMA, O. K., & ONUOHA, B. C. (2020). Organizational Memory Management and Competitive Advantage of Oil and Gas Firms in Rivers State, Nigeria. International journal of business education and management studies (IJBEMS) Vol (6), (1). https://doi.org/10.37648/ijtbm.v12i02.009
  4. Perky, L. T. (1991). Strategic improvising: How to formulate and implement competitive strategies in concert. Organizational Dynamics, 19(4), 51-64. https://doi.org/10.1016/0090-2616(91)90053-C
  5. Potjanajaruwit, P. (2018). Competitive advantage effects on firm performance: A case study of startups in Thailand. Journal of International Studies, 10(1), 104 – 111. https://www.ceeol.com/search/article-detail?id=717766
  6. Price, K., & Gioia, D. A. (2008). The self-monitoring organization: Minimizing discrepancies among differing images of organizational identity. Corporate Reputation Review, 11, 208-221. https://doi.org/10.1057/crr.2008.17
  7. Sedunov, J. (2020). Small banks and consumer satisfaction. Journal of Corporate Finance, 60,101-517.

https://doi.org/10.1016/j.jcorpfin.2019.101517

  1. Shrivastava, P. (1983). A typology of organizational learning systems. Journal of management studies, 20(1), 7-28. https://doi.org/10.1111/j.1467-6486.1983.tb00195.x
  2. Slotegraaf, R. J., & Dickson, P. R. (2004). The paradox of a marketing planning capability. Journal of the Academy of Marketing Science, 32(4), 371-385. https://doi.org/10.1177/0092070304265217
  3. Stein, E. W. (1995). Organization memory: Review of concepts and recommendations for management. International journal of information management, 15(1), 17-32. https://doi.org/11016/0268-4012(94)00003-C
  4. Suleiman Awwad, M., & Mohammad Agti, D. A. (2011). The impact of internal marketing on commercial banks' market orientation. International Journal of bank marketing, 29(4), 308-https://doi.org/10.1108/02652321111145943
  5. Tabarraie, A., & Khashei, V. (2016). Strategic Improvisation of Knowledge-Based Companies in Complex Environment. Journal of Strategic Management Studies, 7(26), 47-71. (In Persian) https://doi.org/20.1001.1.22286853.1395.7.26.2.3
  6. Val Clulow, Julie Gerstman, Carol Barry. (2003). The resource‐based view and sustainable competitive advantage: the case of a financial services firm, Journal of European Industrial Training. https://doi.org/10.1108/03090590310469605

Walsh, J. P., & Ungson, G. R. (1991). Organizational memory. Academy of Management Review, 16(1), 57-91. https://doi.org/10.2307/258607

  1. Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31-51. https://doi.org/10.1111/j.1468-2370.2007.00201.x
  2. Weik, K. E. (2009). The collapse of sensemaking in organizations: The Mann Gulch disaster. Studi Organizability, (2008/2). https://doi.org/10.3280/SO2008-002009
  3. Whetten, D., Foreman, P., & Dyer, W. G. (2014). Organizational identity and family business. The SAGE Handbook of a Family Business, 480-497. https://www.torrossa.com/en/resources/an/5019186#page=505
  4. Yu, S., & Yu, J. (2021). Doing while thinking in a dynamic environment: A brief review of strategic improvisation. Management for sustainable and inclusive development in a transforming Asia, 163 177.

https://doi.org/10.1007/978-981-15-8195-3_9

  1. Yu, S., Zhang, Y., Yu, J., Yang, X., & Mardani, A. (2021). The moderating impact of organizational identity strength between strategic improvisation and organizational memory and their effects on competitive advantage. Sustainability, 13(6), 3207. https://doi.org/10.3390/su13063207
  2. Zhang, X., Chu, Z., Ren, L., & Xing, J. (2023). Open innovation and sustainable competitive advantage: The role of organizational learning. Technological Forecasting and Social Change, 186, 114-

https://doi.org/10.1016/j.techfore.2022.122114

 

 

 

  • تاریخ دریافت 08 بهمن 1401
  • تاریخ بازنگری 01 اردیبهشت 1402
  • تاریخ پذیرش 01 خرداد 1402