Dynamic Capabilities How Organisational Structures affect Knowledge Processes

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  • Format: Hardcover
  • Copyright: 2013-11-29
  • Publisher: Palgrave Macmillan

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The concept of dynamic capabilities, especially in terms of organizational knowledge processes, has become the predominant paradigm for the explanation of competitive advantages. However, major unsolved - or at least insufficiently solved - problems are first their measurement and second their management by concrete managerial options, such as design options of organizational structures. Dynamic Capabilities provides an integrated descriptive model of both dynamic capabilities and organizational structures that allows characterizing, classifying and a comparison. It develops a logic system of a multitude of combinatorial possibilities between their variables, and it develops a complex and integrated system of associated empirically based and qualitatively deduced hypotheses. Therewith, it serves as a terminological and analytical foundation for the identification of knowledge-based dynamic capabilities in organizations and for a targeted design of organizational structures that enable and foster dynamic capability processes such as knowledge transfer and knowledge absorption.

Author Biography

Philip Cordes is Research Associate of Systems Management at the School of Engineering and Science, Jacobs University, Germany. He completed his diploma in business sciences at the University of Bremen, Germany, and has since worked for the collaborative research centre 637 Autonomous Cooperating Logistics Processes - A Paradigm Shift and its Limitations funded by the German research foundation (DFG). His research focuses on organization structures, such as in autonomous co-operating logistic systems and strategic management in the field of the music industry. He has been featured in a variety of scientific publications, journals, edited volumes and conference proceedings.

Table of Contents

1. Introduction
2. Dynamic Capabilities – Drivers for Organisational Success
3. Organisational Structures – Configurations between Chaos and Order
4. Effects of Organisational Structures on Dynamic Capabilities – A Meta Analysis
5. Conclusions

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