Experientially diverse customers and organizational adaptation in changing demand landscapes: A study of US cannabis markets, 2014–2016

2019 ◽  
Vol 40 (13) ◽  
pp. 2214-2241 ◽  
Author(s):  
Greta Hsu ◽  
Balázs Kovács ◽  
Özgecan Koçak
Keyword(s):  
Organizational Adaptation

Adapting Tactical Military Structures to the Current and Future Operational Environments

2020 ◽  
Vol 26 (1) ◽  
pp. 157-162
Author(s):  
Paul Tudorache ◽  
Lucian Ispas
Keyword(s):  
Best Practices ◽  
Lessons Learned ◽  
Organizational Adaptation ◽  
Common Denominator ◽  
Military Operations ◽  
The Future ◽  
Military Units

AbstractUsing the lessons learned from recent military operations such as Operation Inherent Resolve (OIR) from Syria and Iraq, we proposed to investigate the need for tactical military units to adapt operationally to grapple with the most common requirements specific to current operational environments, but also for those that can be foreseen in the future. In this regard, by identifying the best practices in the field that can be met at the level of some important armies, such as USA and UK, we will try to determine a common denominator of most important principles whose application may facilitate both operational and organizational adaptation necessary for tactical military units to perform missions and tasks in the most unknown future operational environments.

Benefiting from Others in Organizational Adaptation

2012 ◽  
Author(s):  
Peter Moran ◽  
Gianluca Vagnani ◽  
Michele Simoni
Keyword(s):  
Organizational Adaptation

scholarly journals Different Reasons for Different Responses: A Review of Incumbents’ Adaptation in Carbon-Intensive Industries

2020 ◽  
pp. 108602661989399 ◽  
Author(s):  
Franziska Sump ◽  
Sangyoon Yi
Keyword(s):  
Carbon Emissions ◽  
Organizational Adaptation ◽  
Three Dimensions ◽  
External Shocks ◽  
Review Of The Literature ◽  
Organizational Responses ◽  
Environmental Pressure ◽  
One Dimensional ◽  
And Performance ◽  
Performance Heterogeneity

Organizations often respond in different ways to common external shocks. To advance theories on organizational adaptation and performance heterogeneity, it is essential to understand different reasons for different organizational responses. We examine how incumbents in carbon-intensive industries adapt to heightened environmental pressure to reduce carbon emissions. Based on a review of the literature, we propose three dimensions along which diverse organizational responses can be efficiently mapped out: goal, timing, and scope. Building on our proposed dimensions, we develop a typology of five different organizational responses. With this, we show that organizational responses are more diverse than a one-dimensional scale could show but that the heterogeneity is somehow limited as the positions on the dimensions are not independent but correlated. To understand this observed limited heterogeneity, we proceed by identifying reasons behind different organizational responses. Furthermore, we discuss the theoretical implications of our findings for research on organizational adaptation and sustainability.

scholarly journals Bringing the biophysical to the fore: Re-envisioning organizational adaptation in the era of planetary shifts

2021 ◽  
pp. 147612702198998
Author(s):  
Jennifer Howard-Grenville ◽  
Brooke Lahneman
Keyword(s):  
Ecological Systems ◽  
Organizational Adaptation ◽  
Business Organizations ◽  
Adaptation Theory ◽  
Social Ecological Systems ◽  
Social Ecological ◽  
Ecological Theories ◽  
External Environments

The nature and scope of changes in organizations’ external environments is without precedent due to planetary shifts, or major changes in earth’s biophysical systems. Our theories of organizational adaptation lack the capacity to explain what will be needed on behalf of business organizations, and their strategists and managers, to adjust to these shifts. In this essay, we review organizational adaptation theory and explain why it falls short of offering adequate explanations in an era of planetary shifts. We then draw on ecological theories of adaptation, with their focus on social-ecological systems and panarchy, to suggest ways to advance organizational adaptation theory for our times.

scholarly journals A Scoping Review of Organizational Responses to the COVID-19 Pandemic in Schools: A Complex Systems Perspective

2021 ◽  
Vol 11 (3) ◽  
pp. 115
Author(s):  
Puspa Khanal ◽  
Fabio Bento ◽  
Marco Tagliabue
Keyword(s):  
Scoping Review ◽  
Management Practices ◽  
Environmental Changes ◽  
Research Literature ◽  
Organizational Adaptation ◽  
Open Communication ◽  
Organizational Responses ◽  
Additional Element ◽  
Systems Perspective ◽  
School Settings

This study is a scoping review of the literature on organizational adaptation in school settings during the early stages of the COVID-19 pandemic. Dramatic and unexpected environmental changes raise questions about the capacity of schooling organizations to adapt to in response to the pandemic. Different management practices have implications for the selection of organizational behaviors, electively in school settings. The research literature on school responses is analyzed from a selectionist perspective. The aim of this study is to identify and describe three constituting elements of this perspective: variation, interaction, and selection. An additional element is considered in this analysis and comprises the mechanisms of exploration and exploitation in the context of organizational adaptation. Sixteen studies met the selection criteria of describing emergent processes in schools. The findings highlight the emergence of exploration, as teachers actively experimented with a range of strategies and methods in order to maintain educational activities in the complex and uncertain context of the COVID-19 pandemic. However, several questions are raised regarding the effects and maintenance of new practices in the post-pandemic scenario. Management practices that facilitate variation and open communication about learning processes can contribute to the process of organizational adaptation.

Management of Project Child Indonesia Organizations During The Covid-19 Pandemic

2021 ◽  
Vol 2 (2) ◽  
pp. 19-23
Author(s):  
Mirna Yusuf
Keyword(s):  
Disaster Management ◽  
Poverty Alleviation ◽  
Community Organization ◽  
Community Organizations ◽  
Organizational Adaptation ◽  
Main Topic ◽  
The Relationship ◽  
Management Of Project

ABSTRACT:So far, the literature that looks at the relationship between community organizations and the Covid-19 pandemic tends to see community organizations only as subjects that have a big influence and role in helping the community to deal with Covid-19. However, no one has seen the relationship between community organizations and the Covid-19 pandemic by seeing community organizations as objects of the presence of the pandemic. So that researchers want to see further how community organizations deal with the Covid-19 pandemic as a disaster. More specifically, researchers want to analyze the adaptation of community organizations to the presence of Covid-19 as part of organizational disaster management. This will then be seen in more detail by taking one of the cases in a community organization based on empowerment in the fields of education and poverty alleviation, namely Project Child Indonesia. The topic of organizational adaptation will be the main topic of this paper.   ABSTRAK:Selama ini literatur yang melihat hubungan organisasi masyarakat dengan pandemi Covid-19 cendrung melihat organisasi masyarakat hanya sebagai subjek yang memiliki pengaruh dan peran besar dalam membantu masyarakat untuk menangani Covid-19. Akan tetapi belum ada yang melihat hubungan organisasi masyarakat dan pandemi Covid-19 dengan melihat organisasi masyarakat sebagai objek dari hadirnya pandemi tersebut. Sehingga peneliti ingin melihat lebih lanjut bagaimana organisasi masyarakat dalam menghadapi pandemi Covid-19 sebagai sebuah bencana. Lebih khusus peneliti ingin menganalisis adaptasi organisasi masyarakat terhdap hadirnya Covid-19 sebagai bagian dari manajemen bencana organisasi. Hal ini kemudian akan dilihat lebih rinci dengan mengambil salah satu kasus pada organsasi masyarakat yang berbasis pada pemberdayaan di bidang pendidikan dan pengentasan kemiskinan yaitu Project Child Indonesia. Topik mengenai adaptasi organisasi akan menjadi topik bahasan utama tulisan ini.

scholarly journals Legacy of the State: Prior Shared Experience and Survival of Spin-Offs From Restructured State Enterprises

2018 ◽  
Vol 46 (4) ◽  
pp. 503-529 ◽  
Author(s):  
Ilya Okhmatovskiy ◽  
Olga Suhomlinova ◽  
Laszlo Tihanyi
Keyword(s):  
Emerging Economies ◽  
Environmental Conditions ◽  
Regime Shift ◽  
Detrimental Effect ◽  
De Novo ◽  
Organizational Adaptation ◽  
Regulatory Regime ◽  
Shared Experience ◽  
Activity Choices ◽  
State Enterprises

Many organizations, especially in emerging economies, trace their origins to restructured state enterprises, and this study explores the implications of such origins for organizational adaptation to changing environmental conditions. We compare the activity choices and survival chances of spin-offs from restructured state enterprises with those of de novo organizations. We argue that prior shared experience of spin-offs’ managers and employees facilitates the redeployment of routines developed in parent state enterprises. This should predispose spin-offs to pursue familiar activities, but this choice is not completely predetermined, and its survival implications depend on the environmental conditions. Our empirical findings suggest that spin-offs from restructured state enterprises are less likely to engage in new activities than de novo organizations. However, those restructuring spin-offs that do engage in new activities before the regulatory regime shift significantly improve their survival chances after the shift. Moreover, we find that the detrimental effect of the regulatory regime shift and the beneficial effect of engaging in new activities are stronger for spin-offs from restructured state enterprises than for de novo organizations.

scholarly journals Organizational adaptation to climate change: learning to anticipate energy disruptions

2017 ◽  
Vol 9 (5) ◽  
pp. 645-665 ◽  
Author(s):  
Renato J. Orsato ◽  
Simone R. Barakat ◽  
José Guilherme F. de Campos
Keyword(s):  
Climate Change ◽  
Organizational Adaptation ◽  
Organizational Level ◽  
Traditional Learning ◽  
Structured Interviews ◽  
Adaptation To Climate Change ◽  
Content Type ◽  
Double Loop Learning ◽  
Private And Public ◽  
New Forms Of Learning

Purpose This paper aims to investigate how organizational learning (OL) affects the development of anticipatory adaptation to climate change in companies. Because the need to learn increases in circumstances of greater uncertainty such as the case of climate change, one of the processes that can explain different levels of anticipatory adaptation to climate change (AACC) by companies is OL. Design/methodology/approach The research uses a case study design. Following the procedures of qualitative sampling, an exemplary case of organizational adaptation to climate change in a sector that is extremely affected by the impacts of weather events was chosen. Empirical data collection includes semi-structured interviews and the collection of private and public documents. Such data were analyzed through thematic analysis. Findings The process of OL for anticipatory adaptation to climate change presents substantial differences from the traditional OL process presented by the specialized literature. In particular, the concepts of single- and double-loop learning were challenging to fit into the learning processes required for AACC. Originality/value Organizations have historically been working towards the adaption to external unforeseen events, but anticipatory adaptation to climate change presents new challenges and requires new forms of learning. Previous research has examined the interplay between learning and climate change adaptation, especially at the inter-organizational level. By developing research at the organizational level, this paper addresses a gap in the literature and shows that the required learning to adapt to climate change differs from the traditional learning, described in the management literature.

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