Stakeholder dynamics of contextual ambidextrous capabilities and authenticity: A conceptual synchronisation for competitive advantage

S M Riad Shams,Michael Christofi,Demetris Vrontis,Alkis Thrassou,Christos Themistocleous

doi:10.1177/0306307020913688

S M Riad Shams, Michael Christofi + Show 3 more

Open Access

https://doi.org/10.1177/0306307020913688

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Abstract

The combined effect of strategic ambidextrous management (dynamic capabilities and contextual ambidexterity), marketing and brand communication management has been implicitly and explicitly identified as bearing critical implications for competitive advantage. However, the mutual influence of these knowledge streams on competitive advantage as well as its key component of contextual ambidexterity are much under-researched. This article follows an inductive constructivist method to develop a theoretically founded conceptualisation of the means through which the various stakeholder contextual ambidextrous dynamic capabilities can leverage the organisational authenticity learning process in cross-functional management to explore and exploit new competitive advantage scopes. Specifically, this research proposes a theoretically synchronised conceptual framework that focuses on identified key attributes of the knowledge streams, interlinking their individual and combined influences on brand positioning and corporate reputation for the creation of competitive advantage. Scholarly and empirical implications are also presented along with future research avenues.

Highlights

Contemporary business environments are characterised by continuous changes consequent to technological, economic and social advancements
A company’s dynamic capabilities allow it to allocate resources according to its strategic direction
The present framework seeks to develop conceptual insights that reinforce competitive advantage building based on a synchronised accumulation of relevant knowledge streams including resource-based view (RBV), contextual ambidextrous dynamic capabilities (CADC), reputation, brand positioning and authenticity

Summary

Introduction

Contemporary business environments are characterised by continuous changes consequent to technological, economic and social advancements. A concise research gap is identified in relation to the potential link between authenticity, reputation, positioning and the associated dynamic capabilities across different cross-functional areas This includes the exploration and exploitation of VRIN conditions of a company and its stakeholders’ ‘perceived authenticity and experience (learning)’ to ascertain the factors driving authenticity, relevant to authentic reputation and positioning that have impact on competitive advantage. Following from the above, this study seeks to discuss and analyse the nexus of authenticity, contextual ambidexterity, RBV and dynamic capabilities on how CADC could leverage the organisational authenticity learning process across different cross-functional management areas to explore and exploit new competitive advantage scopes. At the mature stage of such e-WOM promotional efforts, analysing the varied extents of diverse stakeholders’ perceived authenticity experience (e.g. the South-East Asian international students’ and other prospective international student groups) would be instrumental to explore and exploit further business opportunities for a competitive edge

Conclusion

Limitations and future avenues of research