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Summing Up Organisational Adaptations

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Organisational Adaptations

Part of the book series: SpringerBriefs in Business ((BRIEFSBUSINESS))

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Abstract

A lot has been discussed about organisational adaptations in the preceding chapters. Each chapter has expounded new insight about adaptations in organisations. We did this primarily to further our scholarly understanding of organisational adaptations through the lens of pluralism. Our view and call for pluralistic perspective is to articulate a panoramic view of the organisation and its environment. We hope this perspective will lead to a broadened, elaborate, relevant and expanded insight into firm and its environment than what a single perspective offers. This is beneficial to practitioners and academia in the sense that sole reliance upon singular perspective or theory might lead to the application of strategies, business models and solutions that are too narrow on a practical level or too weak to effect the desired change (Frishammar, 2006). Adaptation being a complex firm concept necessitates a multi-paradigm perspective for good understanding of the problem and to be better positioned to offer the most appropriate solution.

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Authors and Affiliations

  1. School of Management, Swansea University, Swansea, UK

    Oluwaseun E. Adegbite

  2. College of Business Administration, Gulf University for Science and Technology, Hawally, Kuwait

    Antonis C. Simintiras

  3. School of Management, Swansea University, Swansea, UK

    Antonis C. Simintiras

  4. Emerging Markets Research Centre (EMaRC), School of Management, Swansea University, Swansea, UK

    Yogesh K. Dwivedi

  5. School of Business and Economics, Loughborough University, Loughborough, Leicestershire, UK

    Kemefasu Ifie

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  1. Oluwaseun E. Adegbite
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  2. Antonis C. Simintiras
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  3. Yogesh K. Dwivedi
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  4. Kemefasu Ifie
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Adegbite, O.E., Simintiras, A.C., Dwivedi, Y.K., Ifie, K. (2018). Summing Up Organisational Adaptations. In: Organisational Adaptations. SpringerBriefs in Business. Springer, Cham. https://doi.org/10.1007/978-3-319-63510-1_7

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