Depending on the orientation and focus of the defining processes, capabilities can be classified into three groups. Those that are deployed from the inside out and activated by market requirements, competitive problems, and external opportunities are at one end of the spectrum. Dynamic capabilities give a solid tool for the organization's strategists, in addition to being a source of fresh resources for the corporation. In times of crisis, focusing on marketing capabilities may be less profitable than having strategic flexibility capabilities, especially as competition intensifies. Market share has become a language for senior management to describe their market goals. The notion of organisational capability and its implications for strategy and business performance are examined in this paper, but further empirical research is needed to create a deeper understanding of the relationship between organisational capability and market share.
Author(S) Details
Brahmane Jayant Shaligram
National Institute of Industrial Engineering (NITIE), Mumbai, India.
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