Opportunity-Sensing Capability and Corporate Vitality of Domestic Airlines in Nigeria
DOI:
https://doi.org/10.47672/jsm.835Keywords:
Opportunity-Sensing Capability, Corporate Vitality, Agility, Learning.Abstract
Purpose: This study examined the relationship between opportunity-sensing capability and corporate vitality of domestic airlines in Nigeria.
Materials and Methods: The study adopted an explanatory cross sectional survey research design which was carried out at the organizational level of analysis. The population of this study was the nine (9) operational scheduled domestic airline operators in Nigeria. The managers involved were: Station Manager, Cabin Service Manager, Director of Airline Services, Operations Manager and Regional Manager. The study adopted the entire population as a census. The reliability of the instrument was ascertained using the Cronbach alpha reliability instrument with all items scoring above 0.70. The Spearman Rank Order Correlation Coefficient was utilized to establish the level of relationship as hypothesized with the aid of Statistical Package for Social Sciences version 23.0.
Results: Findings from the study revealed a strong positive significant relationship between sensing capability and corporate vitality of domestic airlines in Nigeria. It was concluded that when domestic airlines in Nigeria deploy their opportunity sensing capability it enhances the corporate vitality especially in the dynamic business environment.
Unique contribution to theory, practice and policy: It was recommended, that there is need for domestic airlines to have more business forums in order to understand the changing trends within their business operational environment and detect fundamental shifts in their industry. They should look for opportunities to improve the ways in which new knowledge is acquired, analyzed, interpreted and distributed, as well as utilized in making good corporate decisions.
Downloads
References
Adim, C. V., & Maclyaton, T.I. (2021). Strategic sensitivity and corporate responsiveness of fast moving consumer goods companies in Rivers State, Nigeria. Journal of Strategic Management, 6(1), 46-62
Adim, C. V., Mezeh, A. A., & Unaam, A.O. (2021). Strategic thinking and flexibility of deposit money banks in South-South, Nigeria. Asian Journal of Economics, Business and Accounting, 21(10), 35-47
Akbarzadeh, N., Pilevari Salmasi, N., Soleymani, A. (2019). explaining the role of market sensing, supply chain agility and supply adaptability on supply chain ambidexterity automotive industry of Iran (Case Study: Iran Khodro Industrial Grroup). Iranian Journal of Supply Chain Management, 21(63), 76-86.
Akpan, E. E., Johnny, E., & Sylva, W. (2021). Dynamic capabilities and organizational resilience of manufacturing firms in Nigeria. Vision. The Journal of Business Perspective,1-17.
Akpotu, O., & Konyefa, R. (2018).Managerial mentoring behaviour and corporate vitality in the Nigerian Aviation Sector. Advances in Social Science Research Journal, 5(10), 44- 50.
Allred, B. & Swan, K. (2004). Global versus multi-domestic: Culture’s consequences on innovation, Management International Review, 44(1), 81-105.
Antoncic, B., & Hisrich, R. D. (2003). Clarifying the intrapreneurship concept. Journal of Small Business and Enterprise Development, 10(1), 7–18.
Ardyan, E. (2016). Market sensing capability and SMEs performance: The mediating role of product innovativeness success. International Journal of Advanced and Applied Sciences, 2, 79–97.
Asenge, E., Diaka, H., & Soom, A. (2018). Entrepreneurial mindset and performance of small and medium scale enterprises in Makurdi metropolis, Benue State, Nigeria. International Journal of Innovation, 6(2), 124-146.
Barney, J. B. (2017). The SMS Blackwell handbook of organizational capabilities. 1st ed. Oxford, UK: John Wiley & Sons
Bertalanffy, L. von. (1934). Modern theories of development. Translated by J. H. Woodger, Oxford: Oxford University Press. New York: Harper Torchbooks
Bishwas, S. K. (2011). Conceptualization of organization vitality based on strategic knowledge management. Global Journal of e-business and Knowledge Management, 7(1), 45-52.
Bishwas, S. K. (2015). Achieving organization vitality through innovation and flexibility: An empirical study. Global Journal of Flexible Systems Management, 3(1), 1-16.
Bishwas, S., & Sushil (2015). Critical processes for organization vitality: A conceptual study. In Sushil & G. Chroust (Eds.), Systemic flexibility and business agility, Flexible Systems Management (pp. 223–234). New Delhi: Springer.
Bossaghzadeh, N., Moradi, M., & Tamimi, M. (2020). Using dynamic capabilities and organizational ambidexterity to explain competitive advantage in Iranian Export Companies. Journal of International Business Administration , 3, 21-44.
Bryson, J., Pajo, K., Ward, R., & Mallon, M. (2006). Learning at work: Organizational affordances and individual engagement. Journal of Workplace Learning, 18(5), 279–297.
Cao, L. (2011). Dynamic Capabilities in a turbulent market environment: Empirical evidence from international retailers in China. Journal of Strategic Marketing, 19(5), 455-469.
Chua, A. Y. K. (2009). The dark side of successful knowledge management initiatives. Journal of Knowledge Management, 13(4), 32–40.
Cooper, D. R., & Schindler, P. S. (2014). Business Research Methods, (12th ed.) Boston: Mc Graw-Hill Irwin
Covin, J. G., Green, K. M., & Slevin, D. P. (2006). Strategic process effects on the entrepreneurial orientation–sales growth rate relationship. Entrepreneurship. Theory & Practice, 30(1), 57–81
Daramola, A. Y. (2014). An investigation of air accidents in Nigeria using the human factors analysis and classification system (HFACS) framework. Journal of Air Transport Management, 35, 39-50.
Davis, D., & Daley, B. J. (2008). The learning organization and its dimensions as key factors in firms’ performance. Human Resource Development International, 11(1), 51-66.
Dhliwayo, S., & Van Vuuren, J.J. (2007). The strategic entrepreneurial thinking imperative. Acta Com., 7, 123-134
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105–1121
Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). Crossroads—Micro foundations of performance: Balancing efficiency and flexibility in dynamic environments. Organization science, 21(6), 1263-1273.
Epstein, E. M. (2003). How to learn from the environment about the environment: A prerequisite for organizational well-being. Journal of General Management, 29(1), 68–80.
Faarji, A., & Zidan, Z.H. (2016). An analysis of the issues and challenges of transportation in Nigeria and Egypt. The Business and Management Review, 7(2), 18-29.
Frank, H., Güttel, W., & Kessler, A. (2017). Environmental dynamism, hostility, and dynamic capabilities in medium-sized enterprises. The International Journal of Entrepreneurship and Innovation, 18(3), 185–194.
Gabriel, J. M. O., George, B M., Adim, C. V. (2021). Environmental dynamism and corporate vitality of fast moving consumer goods companies in Rivers State, Nigeria. International Journal of Trend in Scientific Research and Development, 5(3), 522-530.
Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization? Harvard Business Review, 86(3), 109–116.
Gelhard, C. & von Delft, S. (2016). The role of organizational capabilities in achieving superior sustainability performance. Journal of Business Research, 69(10), 4632-4642.
Grewal, R., & Tansuhaj, P. (2001). Building organizational capabilities for managing economic crisis: The role of market orientation and strategic flexibility. Journal of Marketing, 65(2), 67-80.
Guadamillas, F., Donate, M.J., & Sa´nchez de Pablo, J.D. (2008). Knowledge management for corporate entrepreneurship and growth: A case study. Knowledge and Process Management, 15(1), 32-44.
Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Science Direct, 47(8), 1391-1399.
Hernández-Linares, R., Kellermanns, F. W., & López-Fernández, M. C. (2018). Dynamic capabilities and SME performance: The moderating effect of market orientation. Journal of Small Business Management, 59 (1), 162-195.
Ince, I., & Hahn, R. (2020). How dynamic capabilities facilitate the survivability of social enterprises: A qualitative analysis of sensing and seizing capacities. [Online] Available at: https://www.tandfonline.com/doi/full/10.1111/jsbm.12487 [Accessed 05 Feb 2020].
Ireland, R. D., Hitt, M. A., Camp, S. M., &Sexton, D. L. (2001). Integrating entrepreneurship actions and strategic management actions to create firm wealth. Academy of Management Executive, 15(1), 49–63
Jansen, J.J.P., Van Den Bosch, F.A.J. & Volberda, H.W. (2005). Managing potential and realized absorptive capacity: How do organizational antecedents matter. Academy of Management Journal, 48 (6), 999-1016.
Javalgi, R. R. G., Whipple, T. W., Ghosh, A. K. & Young, R.B. (2005). Market orientation, strategic flexibility, and performance: Implications for services providers. Journal of Services Marketing, 19, 212-221.
Jiao, H., Wei, J., & Cui, Y. (2010). An Empirical Study on Paths to Develop Dynamic Capabilities: From the Perspectives of Entrepreneurial Orientation and Organizational Learning. Front. Bus. Res. China, 4(1), 47–72
Julienti, L., Bakar, A. & Ahmed, H. (2010). Assessing the relationship between firm resources and product innovation performance, Business Process Management Journal, 16(3), 420-435.
Kark, R., & Carmeli, A. (2009). Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior, 30, 785-804.
Keskin, H. (2006). Market orientation, learning orientation, and innovation capabilities in SMEs: An extended model. European Journal of Innovation Management, 9(4), 396–417.
Kwon, S. J., Ryu, D., & Park, E. (2018). The influence of entrepreneur’s strategic agility and dynamic capability on the opportunity pursuit process of new ventures: Evidence from South Korea. Academy of Strategic Management Journal, 17(1), 1-17.
Loverde, L. (2005). Learning organizations and quadruple loops of feedback. Ing Enero-Marzo, 3(23), 34-47.
Mathews, A.K. (2009). Unbounding strategy and facility co-opting for long-term competitiveness. Journal of Innovation Studies, 8(12), 162-176
Mavengere, N. B. (2013). Information systems role in strategic agility: A supply chain context. (PhD Thesis), University of Tampere, School of Information Sciences, Finland
Mavis, C. L. (2011). Making the enterprise work: A construes strategic search. Management Journal, 6(3), 82-91.
Millar, C. C. J. M., Groth, O., & Mahon, J. F. (2018). Management innovation in a VUCA world: Challenges and recommendations. California Management Review, 61(1), 5–14.
Nadkarni, S., & Narayanan, V. K. (2007). Strategic schemas, strategic flexibility, and firm performance: The moderating role of industry clock speed. Strategic management Journal, 28, 243-270.
Nandakumar, M. K., Jharkharia, S., & Nair, A. S. (Eds.). (2014). Organisational Flexibility and Competitiveness. New Delhi: Springer.
North, K., & Varvakis, G. (2018). Competitive strategies for small and medium enterprises: increasing crisis resilience, agility and innovation in turbulent Times. Illustrated ed. London: Springer International Publishing.
Olukoya, S. (2017). Nigeria aviation sector, pacesetter in Africa. http://investorsking.com/.
Palmer, M.O. (2011). Reawakening and strategic renewal motives. Journal of Organizational Competitiveness, 12(4), 56-71.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14(3), 179–191
Primc, K., & Čater, T, (2016). The influence of organizational life cycle on environmental proactivity and competitive advantage: A dynamic capabilities view. Organization & Environment, 29(2), 212–230.
Rahrami, H. (1992). The emerging flexible organization: Perspectives from Silicon Valley. California Management Review, 34, 33–52
Sanchez, R. (1993). Strategic flexibility, firm organization, and managerial work in dynamic markets: A strategic options perspective. In Advances in Strategic Management, ed. P. Shrivastava, A. Huff and J. Dutton , 251-291. Greenwich, CT: JAI Press.
Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16, 135-159.
Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
Senge, P. (2006). The fifth discipline: The art and practice of the learning organization, 2nd edn. Century, London
Senge, P. (2006). The fifth discipline: The art and practice of the learning organization, 2nd edn. Century, London
Shimizu, K., & Hitt, M. A. (2004). Strategic flexibility: Organizational preparedness to reverse ineffective strategic decisions. Academy of Management Executive, 18(4), 44-59.
Song, J. H., Chermack, T. J., & Kim, W. (2013). An analysis and synthesis of DLOQ-based learning organization research. Advances in Developing Human Resources, 15(2), 222- 239.
Song, L., & Jing, L. (2017). Strategic orientation and performance of new ventures: Empirical studies based on entrepreneurial activities in China. International Entrepreneurship and Management Journal, 13(4), 989 - 1012.
Sushil (2003). Give a new 'LIFE' to your organization. Global Journal of Flexible Systems Management, 4(1&2).
Sushil (2005). Revitalizing the organization, Global Journal of Flexible System Management, 3&4, 3.
Sushil (2007). From learning organization to enlightened organization. Global Journal of Flexible Systems Management, 8(4), 3
Sushil (2013). Flowing stream strategy: Leveraging strategic change with continuity. Springer, New Dehli.
Tallon, P. P., & Pinsonneault, A. (2011). Competing perspectives on the link between strategic information technology alignment and organisational agility: Insights from a mediation model. MIS Quarterly, 35, 463-486.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 537–533.
Watkins, K.E. & Marsick, V. J. (2003). Demonstrating the value of an organization’s learning culture: The dimensions of the learning organization questionnaire. Advances in Developing Human Resources, 5(2), 132-151.
Wernerfelt, B., (2016). Adaptation, specialzation, and the theory of the firm: Foundation of the resource-based view. 1st ed. United Kingdom: Cambridge University Press.
Wilden, R., & Gudergan, S. P. (2015). The impact of dynamic capabilities on operational marketing and technological capabilities. Investigating the role of environmental turbulence, Journal of the Academy of Marketing Science, 43 (2), 181–99.
Wyner, P., Donohoe, S., & Matthews, P. (2009). Fostering strategic learning capability to enhance creativity in small service businesses. Service Business, 4, 9-26.
Young-Ybarra, C., & Wiersema, M. (1999). Strategic flexibility in information technology alliances: The influence of transaction cost economics and social exchange theory. Organization Science, 1(4), 439-459.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2021 Adim, Chidiebere Victor, Poi, Godwin PhD.
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work’s authorship and initial publication in this journal.
