engleski

Evolving Organizational Capabilities through Organizational Design: Influence of Strategy, Structure and Organizational Processes

Achieving competitive advantage challenges organizations to shift their focus to its internal strengths, acquiring and using its resources to develop organizational capabilities. However, not just to possess valuable, rare, unique resources that are difficult to imitate, but also to be organized and designed in a way that enables the full potential of these resources to be exploited and lead to creation of superior organizational capabilities. Organizational design serves as a powerful driver in recognizing and developing capabilities, especially through its strategy, structure and organizational processes. This paper analyzes theoretical framework on the relation between presented variables of organizational design and operational and dynamic capabilities, and tests it empirically on a sample of 121 organizations. Results of the empirical research indicate a strong connection and role played by strategy, structure and organizational processes in developing both forms of organizational capabilities. The paper contributes to current research by providing evidence that it is possible to purposefully design organizational elements to match organizational resources with its goals, that is, to enable the development of both operational and dynamic capabilities.

organizational design, strategy, structure, process, organizational capabilities

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