Effectiveness Of A Competitive Advantage

1156 Words5 Pages
Increasingly, firms find themselves, either by design or circumstances, operating in business environments fraught with unprecedented, unparalleled, unrelenting, and largely unpredictable change. Retaining competitive advantage is a constant preoccupation for all companies. Millions of words have been written purporting to identify the principles and practices most likely to enable firms to gain competitive advantage and, thereby, enjoy superior profit margins. Despite all this study, management remains a testing ground where theory, experience, judgment and, sometimes, luck play a role. According to Glenn (2009), approximately 90 per cent of senior executives who took a survey by The Economist’s Magazine Intelligence Unit understand that their organizations have to be agile to thrive in the marketplace. According to Merriam-Webster’s Collegiate Dictionary, to be agile is to have a “quick, resourceful and adaptable character” (Agile, 2016). Agility has classically been defined as simply the ability to change direction rapidly (Bloomfield, Ackland, & Elliot, 1994; Clarke, 1959; Mathews, 1973), but also the ability to change direction rapidly and accurately (Barrow & McGee, 1971; Johnson & Nelson, 1969). In more recent publications, some authors have defined agility to include whole-body change of direction as well as rapid movement and direction change of limbs (Baechle, 1994; Draper & Lancaster, 1985). Based on many researches done we can define organizational agility as a

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