Dynamic Adaptive Strategy-making Processes for Enhanced Strategic Responsiveness

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The author introduces a strategic responsiveness model that reflects an organization’s ability to sense environmental changes and learn from emergent adaptive responses that attempt to realign organizational activities and gain a better fit with the changing conditions. The author shows in computational simulations how superior strategic adaptation is associated with higher average returns and lower performance risk among firms that compete in the same industry contexts and generate negatively skewed outcome distributions consistent with empirical observations. The model is refined to incorporate an interactive strategy-making process, where experiential insights from decentralized initiatives update forward-looking projections in central planning. The ensuing analysis demonstrates how this adaptive strategy-making approach further enhances the favorable risk-return outcomes. The author discusses these findings and the implications for the study of dynamic adaptive strategy-making processes.
Original languageEnglish
Title of host publicationStrategic Responses for a Sustainable Future : New Research in International Management
EditorsTorben Juul Andersen
Number of pages17
Place of PublicationBingley
PublisherEmerald Group Publishing
Publication date2021
ISBN (Print)9781800719309
ISBN (Electronic)9781800719293, 9781800719316
Publication statusPublished - 2021
SeriesEmerald Studies in Global Strategic Responsiveness


  • Computational modeling
  • Dynamic capabilities
  • Environmental sensing
  • Interactive strategy-making
  • Organizational learning
  • Strategic fit

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