Embedding Strategic Agility A Leadership Agenda for Accelerating Business Model Renewal

By Yves Doz, Mikko Kosonen. 2010

1,317 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/eff92a5ca72c5d1b9c9f73069c9c5f7aae380077

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

In Strategy and Management

Citations in the corpus

Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation (2019, background): “changes associated with value creation processes, such as new product and service developments or significant improvements in existing products or services [10].”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “Theoretical frames for analysing outsourcing processes can be found in the dynamic capabilities theory (Teece, Pisano, & Shuen, 1997), the entrepreneurial agility theory (Doz & Kosonen, 2010), or transaction cost economics (Williamson, 1981).”
An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom (2010, background): “Discovering and exploiting new business models requires significant experimentation and learning, as well as a repertoire of leadership actions that accelerate renewal by enabling meta-capabilities for what Doz and Kosonen identify as ‘organizational agility’.(3) Still, little is known about what dr”
Entrepreneurial team and strategic agility: A conceptual framework and research agenda (2020, background): “…agility in order to tackle uncertainty and change (Nijssen & Paauwe, 2012), instigate the digital transformation in organizations (Bustinza, Gomes, Vendrell‐ Herrero, & Tarba, 2018), or nurture much-needed leadership skills (Xing, 2016) in relation to strategic agility (Doz & Kosonen, 2010).”
From strategic goals to business model innovation paths: an exploratory study (2017, background): “Arbussa et al. (2017) suggested that resource fluidity and leadership unity (as proposed in Doz and Kosonen, 2010) are important within the SME context, while strategic sensitivity, described as “the sharpness of perception of, and the intensity of awareness and attention to, strategic…”
What makes a sustainable business model successful? : An empirical comparison of two peer-to-peer goods-sharing platforms (2018, neutral): “Finally, Peerby showed high levels of strategic agility (see Doz and Kosonen, 2010) and ability to renew and transform its business models compared to Ecomodo.”
Digitalization and business models: Where are we going? A science map of the field (2021, background): “Conversely, digitalization can be hindered by rigidities caused by both external and internal systems (Doz & Kosonen, 2010).”
Strategic agility and international joint ventures: The willingness-ability paradox of family firms (2020, background): “FFs can overtake this motivational gap by gaining an “outside-in” perspective (Doz and Kosonen, 2010), through simultaneously opening their board to external members and avoiding dysfunctional bifurcation bias”
Fuzzy-set qualitative comparative analysis (fsQCA) in entrepreneurship and innovation research – the rise of a method (2017, background): “Doz and Kosonen (2010) propose that companies can be made more agile and dynamic through developing three meta-capabilities: strategic sensitivity, leadership unity, and resource flexibility.”