Application of theoretical perspective on organizational transformation, change, and development: dynamic capability theory in a Saudi Arabian context

Andrew Lindsay Cox, Mark Xu, Foteini Kravariti

Research output: Chapter in Book/Report/Conference proceedingConference contribution

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Abstract

Saudi Arabia is experiencing a number of pressures for change, socially, economically and politically. In response to many of these pressures, the Saudi government published its Saudi Vision 2030, to challenge Saudi organizations to transform, diversify, and grow the economy. However, managing change and transformation in Saudi Arabia has not always resulted in the expected outcomes. In this paper, we lay the foundations for an exploratory research project that will examine how Saudi organizations go about identifying and selecting the capabilities that will most influence their sustained growth during periods while significant change is occurring in their business environment. Examine the relationships between organizational culture, organizational learning, and leadership capabilities with building dynamic capabilities (sensing, seizing and reconfiguration), and develop and test a conceptual framework adapted from established theory of dynamic capabilities. Analyse the relationship between long-term survivability and dynamic capabilities of Saudi Arabian companies.
Original languageEnglish
Title of host publicationBAM 2019 Conference Proceedings
PublisherBritish Academy of Management
Number of pages50
Publication statusPublished - 5 Sep 2019
EventBritish Academy of Management Conference 2019 - Aston University, Birmingham, United Kingdom
Duration: 3 Sep 20195 Sep 2019

Conference

ConferenceBritish Academy of Management Conference 2019
CountryUnited Kingdom
CityBirmingham
Period3/09/195/09/19

Keywords

  • Track 20
  • Organizational Transformation
  • Change
  • Development

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