Identifying and implementing adaptive strategy in the US Military
Date
2009
Authors
Kropp, F.
Zolin, R.
Lindsay, N.
Editors
Lumpkin, G.
Katz, J.
Katz, J.
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Book chapter
Citation
Advances in Entrepreneurship, Firm emergence, and Growth, 2009 / Lumpkin, G., Katz, J. (ed./s), vol.11, pp.161-192
Statement of Responsibility
Fredric Kropp, Roxanne Zolin and Noel J. Lindsay
Conference Name
Abstract
Changes in the environment, including increased environmental complexity, require military supply units to employ a more adaptive strategy in order to enhance military agility. We extend the Lumpkin and Dess (1996) model and develop propositions that explore the interrelationships between/amongst entrepreneurial orientation (EO); opportunity recognition, evaluation and exploitation; environmental and organizational factors; and organizational performance. We propose that the innovativeness, proactiveness, and risk-taking dimensions of EO are of primary importance in identifying adaptive solutions and that these relationships are moderated by environmental factors. The autonomy and competitive aggressiveness dimensions of EO are important in implementing solutions as adaptive strategies, especially in a military context, and these relationships are moderated by organizational factors. This chapter extends existing theory developed primarily for the civilian sector to the military. Military organizations are more rigid hierarchical structures, and have different measures of performance. At an applied level, this research provides insights for military commanders that can potentially enhance agility and adaptability.
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Copyright © 2009 Emerald Group