BSI Luxembourg ASBL
Château de Wiltz
- MBA, Master in Business Administration (NIMBAS/Bradford University, UK)
- BBA, Bachelor in Business Administration (Swiss School of Hotel Management, Switzerland).
Pieter Jongepier has several years of experience as an international manager and management consultant. He worked on national-, Pan-European- and global engagements within the Hospitality industry-, IT Services-, Business Travel industry and within the Aviation industry. Pieter is currently working full-time as Senior Project Manager on international assignments for the largest provider of ground and cargo services to the aviation sector.
Since 2015, Pieter Jongepier has been on the journey of a part-time DBA with Business Science Institute in the area of strategic management looking at capabilities and change management. Particularly, investigating the relationship of higher-order capabilities and dynamic capabilities in an organizational transformation change project at a multinational services companies. The empirical opportunity is to observe, analyze, and map the different dynamic capabilities during a time of high internal and external change and how these dynamic capabilities are identified, enabled and managed. The objective of his research is to develop an understanding of how dynamic capabilities operate in practice and to better understand the content and processes involved in their strategic use.
The concept of dynamic capabilities deployed in practice: Mapping of dynamic capabilities in an organizational transformation project.
The above-average performance of an organization within an industry is commonly attributed to competitive advantage. A variety of theories within strategic management have emerged to answer the question regarding the causes of this competitive advantage. One of the most current approaches assigns the evolution of a competitive advantage to the dynamic capabilities of an organization. This dynamic capabilities approach is viewed as an extension of the Resource-Based View (RBV). The difference is that it is to view within a dynamic environment. The dynamic capabilities view is a very encouraging approach to explain the development of an organization`s above average performance in terms of the accelerated dynamism of an organization’s environment. Rapid technological innovations, increasing global competition, and shorter product-life cycles are the main drivers behind this dynamism. Such factors have encouraged researchers to extend the rather static perspective of the RBV. According to this fairly new approach to explain competitive advantage, a more thorough understanding of an organization’s dynamic capabilities is required. The research stream around dynamic capabilities is still relatively new and under intense scholarly debate. Haziness of constructs, ambiguity, conflicting views, a variety of definitions and a lack of empirical data from the field are still prevalent and present challenges to explaining an organization’s competitive advantage. For instance, opposing views of idiosyncrasy and fungibility of dynamic capabilities still create a debate as to whether dynamic capabilities are organization specific or transferable to other organizations through best practices (in the same industry or in multiple industries). The influence of an organization’s environment on the development of such dynamic capabilities in contrast to the organization’s internal sources also stays largely unclear. Because of this, practitioners often criticize the limited normative implications generated by this particular research stream.
The scope of my research affects different areas. First of all, this thesis contributes to the research stream on dynamic capabilities from a practical perspective, addresses a number of research gaps and generates new insights into the appearance of dynamic capabilities, the influence that managers have on it and the idiosyncrasy of dynamic capabilities, which are insights that also deepen the understanding of the impact of an organization’s context. My research does not attempt to answer all the questions concerning dynamic capabilities in its entirety. Rather, it tries to add a practitioner perspective on topics that until now have been understood from a theoretical perspective. I view this thesis as a ‘small step’ in the ongoing research in strategic management, in general, and dynamic capabilities, in particular, which entails further research on the topic of dynamic capabilities from a wider viewpoint with adequate recognition of related factors. The research setting of this thesis is within the UK & Ireland division of a multi-national aviation services organization with Swiss roots. Its focus allows the identification of factors that influence dynamic capabilities and that either up to now have been unknown by most organizations or are new. This work raises the awareness and clarifies the importance of an organization’s environment and creates transferable insights that can assist to strengthen the competitiveness of other organizations. With the findings from this research on dynamic capabilities, the contribution of my thesis can affect strategic management in general and incrementally support this research stream in the further decrypting of an organization’s competitive advantage.
Secondly, I intend to infer management insights to promote the ‘up-to-now’ rather than the neglected topic of ‘dynamic capabilities’ in the practitioner world. Previously, the raising of certain awareness regarding factors that influence the evolution of dynamic capabilities should have value for managers, even though the managers’ direct impact to manipulate these factors may be limited to an extent. In addition, the in-depth presentation of the multinational company would probably impart new insights for managers of other companies. Through the discussion regarding the influence of managers on the development of identification of dynamic capabilities and transferability of these capabilities, normative implications result, which can equip managers with a better understanding and more concrete guidelines for nurturing specific competitive advantage.
In summary, the contributions of my thesis, the analysis and the outcome of this research can be assumed as a combination of basic and applied research that produces new insights and further advances the view of dynamic capabilities both theoretically and practically. With his research, the author made a contribution to the research on dynamic capabilities by describing the development of a transformational project and how dynamic capabilities and higher-order capabilities drive change towards a strategic goal directed end state. A conceptual model, based on practical situational realities observed, is provided that shows how a multinational organization leverages its resource base to bring about deep, effective and purposeful change in times of turbulence in both its internal and external environment. This research provides insights for practitioners such as decision makers and executives of multinational organizations. The author explains the connection between the different elements of the conceptual framework, the impact of management decisions and the role of managers in an organizational transformation. Finally, the author makes a number of recommendations to the focal company for future organizational change projects.