Alaloula, Walid
(2022)
Reconfiguring Strategic Resources to Enhance the Performance of a Firm during Economic Uncertainty Using the Framework of the Resource-Based Theory.
Doctor of Business Administration thesis, University of Liverpool.
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Abstract
Our research explored the reconfiguring of a firm’s strategic resources using the resource-based theory, with the goal of devising a plan of action that would enhance organizational performance in times of economic uncertainty. A seven-step plan of action was used. It started with the scoring of the firm’s performance on a balanced scorecard, followed by the identification of organizational resources and the assessment of them by the VRIO method (value, rarity, costly to imitate, organized to capture value). The intention was to reconfigure the strategic resources to generate strategic alternatives so we could choose the best one to implement. By finally testing the result with a second balanced scorecard, an action research cycle was established to target the problem of decreased performance in times of economic uncertainty. The balanced scorecard showed significant changes in the internal business and innovations and learning perspectives. The financial perspective showed marginally significant results; nevertheless, a profound improvement was noted in comparison with the financial indicators of the past five years. For the customer perspective, the results appeared to be insignificant; nevertheless, the first balanced scorecard for this feature showed substantial approval, leaving no room for a statistically significant change in the second balanced scorecard. In addition, the negative responses on the first balanced scorecard had changed to positive results on the second balanced scorecard. These results suggested that reconfiguring a firm’s strategic resources using the resource-based view generated strategic alternatives and assisted the firm in enhancing its performance during a time of economic uncertainty. On the other hand, and reflecting on the relational element between theory and practice in terms of informing future actions, our findings suggests that turning knowledge into action is possible, nonetheless environmentally related. Being environmentally related requires from the firm to continuously adapt. Adaptation is not a spontaneous or arbitrary decision; adaption must be induced. With the continues activation of cycles of action and reflection a firm may adapt, and knowledge can be transferred into action. It is the delicate balance between theory, action, cycles of reflection, and firm adaptation that allows an action researcher to achieve actionable knowledge.
| Item Type: | Thesis (Doctor of Business Administration) |
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| Divisions: | Faculty of Humanities and Social Sciences > School of Management |
| Depositing User: | Symplectic Admin |
| Date Deposited: | 21 Nov 2022 11:11 |
| Last Modified: | 18 Jan 2023 20:36 |
| DOI: | 10.17638/03165406 |
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| URI: | https://livrepository.liverpool.ac.uk/id/eprint/3165406 |
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