Deksnys, Mindaugas

One of the main challenges in researching organizational agility is its measurement. The variety and combination of attributes, characteristics, capabilities, and practices make the measurement of organizational agility level highly complicated and subjective. The purpose of this article is to explore the organizational agility level measurement methods and present possible evaluation model. In the article authors propose organizational agility evaluation and assessment methodology. Presented model is empirically tested in the context of high-growth companies in Lithuania. These companies’ agility level is evaluated using fuzzy numbers logic which allows more precise agility level evaluation in the organization. This article contributes to research by providing more unified concept, which can be adapted in studying organizational agility in a wide and global range of organizations, regardless of the industry they operate in.

Organizational agility is a complex and multidimensional concept. One of the challenges in researching organizational agility is its unified definition and concept. Literature analysis reveals various dimensions and frameworks are used to analyze organization agility. Many of them focus on narrow industry or only approach the organizational agility concept from limited perspective. This article attempts to combine different approaches and angles to organizational agility to a more cohesive and encompassing conceptual model that is applicable to variety industries and organizations. The variety and combination of attributes, characteristics, capabilities, and practices make the measurement of organizational agility are analyzed. Building on research main frameworks for analyzing organizational agility concept are identified. Conceptual organizational agility model based on organizational agility attributes, capabilities and practices framework is presented. This article contributes to research by providing more unified concept, which can be adapted in studying organizational agility in a wide and global range of organizations, regardless of the industry they operate in.

The purpose of this conceptual paper is to explore the dynamic capabilities that are required to achieve or improve strategic flexibility in retail industry companies. Building on research on strategic flexibility and dynamic capabilities in general, author id entifies five main dynamic capabilities, needed for strategic flexibility specifically in retail sector: marketing flexibility, brand building, distribution flexibility, store location and design, and customer relationship management. This paper contribut es to the scientific literature by narrowing the focus and adding to retail industry specific research on strategic flexibility and dynamic capabilities.

In this paper we try to apply dynamic capabilities framework for service innovations. We aim to develop unified conceptual framework for analyzing and enhancing understanding of dynamic service innovation capabilities, by using existing literature analysis, systematization and synthesis, comparative analysis. We review the existing conceptualizations of dynamic capability in service firms. Then concentrate on the dynamic capabilities necessary for service innovation. Service innovation construct is multidimensional, and many types of different dynamic capabilities are used in research. In order to find those similarities between distinctive sets of dynamic capabilities, we have identified five dimensions that affect dynamic service innovation capabilities: strategy, client, knowledge, network, and technology-focused dimensions. This paper presents conceptual model for identifying dynamic service innovation capability dimensions. Provides model for grouping dynamic capabilities based on dimensions and perspectives. This conceptual model enhances collective understanding of the discipline and directs the attention of firms to dynamic capabilities most important for achieving continuous service innovations; and adds to the knowledge for researchers when analyzing dynamic capabilities in service innovation

This study analyses Lithuanian high-growth, or so-called gazelle companies. Literature analysis is used for conceptual overview of the fast-growing companies and growth measurement methods. Descriptive statistics and data from fastest growing companies is used to identify and characterize high-growth companies in Lithuania. This quantitative analysis looks at the composition of different variables that represent highgrowth companies: sales turnover, size, job creation, sectorial representation, age and others. Data is compared between 2008-2011 periods to analyse the dynamics and development of gazelle companies over different economic cycle periods: economic growth of 2005-2008 and economic recovery of 2008-2012.

This study analyses Lithuanian and Latvian high-growth, or so-called gazelle companies. Literature analysis is used for conceptual overview of the fast-growing companies and growth measurement methods. Purpose of this study is to identify the main characteristics of gazelle companies in Latvia and Lithuania by using secondary quantitative financial data and comparative analysis methods. These shared attributes indicate that high-growth companies usually are concentrated in certain economic sectors and have similar business composition, although with different efficiency levels. This similarity between different countries’ fast growing companies indicates that growth can be predicted by different environmental variables and is not random.

During the last few years competitive intelligence industry is attracting more and more attention from the businesses. One of the reasons for such and interest is the growth of publicly available information. Increasing popularity of the social media use exposed many organizations to higher levels of publicity. Information security is tested with every change in the use of social media networks. These changes often open up the possibilities of gaining competitive edge using such information and employing competitive intelligence strategies. Not all organizations have the resources for companywide CI system. The use of newly available tools and utilizing internal CI sources, organizations can start implementing CI at a fraction of a cost of a comprehensive CI system. On the other hand, same technologies may be the source of increased risk and loss of revenue for the organization. Authors provide the reasons and procedure for managing these risks by implementing social media use policy within the company.