Strategic agility through improvisational capabilities

Detalhes bibliográficos
Autor(a) principal: Cunha, Miguel Pina e
Data de Publicação: 2020
Outros Autores: Gomes, Emanuel, Mellahi, Kamel, Miner, Anne S., Rego, Arménio
Tipo de documento: Artigo
Idioma: eng
Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
Texto Completo: http://hdl.handle.net/10362/111510
Resumo: Organizations, especially, multinationals, inevitably confront contradictory challenges. One crucial challenge is the value of strategic consistency versus the value of rapid change related to unexpected problems, opportunities and fast moving trends. Accentuating the previously planned strategy can reduce temporal responsiveness; accentuating the immediate problems/opportunities can harm overall consistency. Strategic agility offers a potential path to resolve this paradoxical situation. In this article we advance a vision in which firms nourish improvisational capabilities in order to enhance strategic agility. We develop six HRM domains of action that can enhance effective improvisation and can inform the practice of a paradox-informed HRM. We discuss their implications for HRM-based strategic agility, paradoxical HR, and improvisation.
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spelling Strategic agility through improvisational capabilitiesimplications for a paradox-sensitive HRMImprovisationMNCsParadoxParadoxical human resource managementStrategic agilityStrategyApplied PsychologyOrganizational Behavior and Human Resource ManagementOrganizations, especially, multinationals, inevitably confront contradictory challenges. One crucial challenge is the value of strategic consistency versus the value of rapid change related to unexpected problems, opportunities and fast moving trends. Accentuating the previously planned strategy can reduce temporal responsiveness; accentuating the immediate problems/opportunities can harm overall consistency. Strategic agility offers a potential path to resolve this paradoxical situation. In this article we advance a vision in which firms nourish improvisational capabilities in order to enhance strategic agility. We develop six HRM domains of action that can enhance effective improvisation and can inform the practice of a paradox-informed HRM. We discuss their implications for HRM-based strategic agility, paradoxical HR, and improvisation.NOVA School of Business and Economics (NOVA SBE)RUNCunha, Miguel Pina eGomes, EmanuelMellahi, KamelMiner, Anne S.Rego, Arménio2023-01-03T01:32:47Z2020-032020-03-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10362/111510eng1053-4822PURE: 13888600https://doi.org/10.1016/j.hrmr.2019.100695info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-03-11T04:55:16Zoai:run.unl.pt:10362/111510Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T03:41:54.797497Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse
dc.title.none.fl_str_mv Strategic agility through improvisational capabilities
implications for a paradox-sensitive HRM
title Strategic agility through improvisational capabilities
spellingShingle Strategic agility through improvisational capabilities
Cunha, Miguel Pina e
Improvisation
MNCs
Paradox
Paradoxical human resource management
Strategic agility
Strategy
Applied Psychology
Organizational Behavior and Human Resource Management
title_short Strategic agility through improvisational capabilities
title_full Strategic agility through improvisational capabilities
title_fullStr Strategic agility through improvisational capabilities
title_full_unstemmed Strategic agility through improvisational capabilities
title_sort Strategic agility through improvisational capabilities
author Cunha, Miguel Pina e
author_facet Cunha, Miguel Pina e
Gomes, Emanuel
Mellahi, Kamel
Miner, Anne S.
Rego, Arménio
author_role author
author2 Gomes, Emanuel
Mellahi, Kamel
Miner, Anne S.
Rego, Arménio
author2_role author
author
author
author
dc.contributor.none.fl_str_mv NOVA School of Business and Economics (NOVA SBE)
RUN
dc.contributor.author.fl_str_mv Cunha, Miguel Pina e
Gomes, Emanuel
Mellahi, Kamel
Miner, Anne S.
Rego, Arménio
dc.subject.por.fl_str_mv Improvisation
MNCs
Paradox
Paradoxical human resource management
Strategic agility
Strategy
Applied Psychology
Organizational Behavior and Human Resource Management
topic Improvisation
MNCs
Paradox
Paradoxical human resource management
Strategic agility
Strategy
Applied Psychology
Organizational Behavior and Human Resource Management
description Organizations, especially, multinationals, inevitably confront contradictory challenges. One crucial challenge is the value of strategic consistency versus the value of rapid change related to unexpected problems, opportunities and fast moving trends. Accentuating the previously planned strategy can reduce temporal responsiveness; accentuating the immediate problems/opportunities can harm overall consistency. Strategic agility offers a potential path to resolve this paradoxical situation. In this article we advance a vision in which firms nourish improvisational capabilities in order to enhance strategic agility. We develop six HRM domains of action that can enhance effective improvisation and can inform the practice of a paradox-informed HRM. We discuss their implications for HRM-based strategic agility, paradoxical HR, and improvisation.
publishDate 2020
dc.date.none.fl_str_mv 2020-03
2020-03-01T00:00:00Z
2023-01-03T01:32:47Z
dc.type.status.fl_str_mv info:eu-repo/semantics/publishedVersion
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv http://hdl.handle.net/10362/111510
url http://hdl.handle.net/10362/111510
dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv 1053-4822
PURE: 13888600
https://doi.org/10.1016/j.hrmr.2019.100695
dc.rights.driver.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.source.none.fl_str_mv reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação
instacron:RCAAP
instname_str Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação
instacron_str RCAAP
institution RCAAP
reponame_str Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
collection Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
repository.name.fl_str_mv Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação
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