Consequences of high and low adaptive capability in UK companies

Consequences of high and low adaptive capability in UK companies In the literature it is proposed that high adaptive capability is associated with high costs and internal inefficiency, despite the potential benefits to be gained from being adaptive. Investigates a set of adaptability variables that have not been previously researched and, therefore, takes an alternative focus on adaptive capability. Identifies two distinct degrees of high and low adaptive capability in an empirical UK study. Suggests that companies with high adaptive capability seemingly perform better than low adapters, despite the implication of high costs and inefficiency. High adapters also seem to have more comprehensive market orientation and decision‐making style, although they appear to operate in more turbulent external environments. The results extend the current adaptive capability literature, and directions for further research are proposed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Consequences of high and low adaptive capability in UK companies

European Journal of Marketing, Volume 31 (7): 22 – Aug 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0309-0566
DOI
10.1108/03090569710176619
Publisher site
See Article on Publisher Site

Abstract

In the literature it is proposed that high adaptive capability is associated with high costs and internal inefficiency, despite the potential benefits to be gained from being adaptive. Investigates a set of adaptability variables that have not been previously researched and, therefore, takes an alternative focus on adaptive capability. Identifies two distinct degrees of high and low adaptive capability in an empirical UK study. Suggests that companies with high adaptive capability seemingly perform better than low adapters, despite the implication of high costs and inefficiency. High adapters also seem to have more comprehensive market orientation and decision‐making style, although they appear to operate in more turbulent external environments. The results extend the current adaptive capability literature, and directions for further research are proposed.

Journal

European Journal of MarketingEmerald Publishing

Published: Aug 1, 1997

Keywords: Clusters; Competitive advantage; Competitive strategy; Flexibility; Organizational performance

References

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