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組織 双 面 性 としてのダイナミック・ケイパビリティの構想
https://doi.org/10.15093/00000006
https://doi.org/10.15093/0000000678e70918-eee5-4916-a003-9285c692d920
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kiyo6-1-1 (1.2 MB)
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2016-05-02 | ||||||
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タイトル | Designing the Conceptual Framework of Dynamic Capability from the Viewpoint of Organizational Ambidexterity Perspective | |||||
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dynamic capability | ||||||
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organizational ambidexterity | ||||||
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exploitation and exploration | ||||||
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probabilitymaximization | ||||||
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environmental monitering | ||||||
http://purl.org/coar/resource_type/c_6501 | ||||||
departmental bulletin paper | ||||||
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10.15093/00000006 | |||||
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Abstract | ||||||
In this paper, we try to design the conceptual framework of dynamic capability from the viewpoint of organizational ambidexterity perspective. The concept of Dynamic capability(DC) refers to the capacity of an organization to purposefully create, extend or modify its resource base in resoponse to (radical) environmental chanege. Organizational ambidexterity(OA) refers to the ability of an organization to both explore and exploit, but especially much of the ambidexterity literature seeks to identify ways to help firms enhance their capacity for exploration without sacrificing their exploitation abilities. We show that the protection and enhancement of exploration for the central issue of OA is an inportant function of management-level DC. Then, we point out that a strategy of the probability maximization to raise frequency and precision of exploration is effective to perform this function. In addition, we suggest that the implementation of internal and external environmental monitoring (environmental surveillance and capability monitaring) plays an inportant role as a means to increase the probability of successful exploration, and improvement of its skills greatly enhance the effectiveness of DC. We show the strategic transformation of FUJIFILM Holdings Co. as a successful example of this type of DC. Finally,we state some implication for future research. |
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en : Study journal of Kyushu Kyoritsu University |
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21860483 | ||||||
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AA12533413 |