Thriving in turbulent environments through adaptive forms of organizing

Abstract

Purpose: This paper explores how adaptive organizations, companies capable of continuously adapting their organizational model, dynamically solve the universal problems of organizing. Design/methodology/approach: The authors applied grounded theory to data acquired from six interpretative case studies, collected in two rounds of interviews (15 in total), then completing and validating the study’s evidence through triangulation with several secondary data sources. Findings: In adaptive organizations, polyarchies and intrapreneurial employees are essential to shape the division of labour, leading to high levels of autonomy and empowering individuals and teams, while reducing bureaucracy and hierarchy. In terms of the integration of effort, digital solutions are preferred to social proof in the provision of information, while the authors note that incentives are always geared towards developing strong higher-order dynamic capabilities. Research limitations/implications: This paper has some limitations that could be addressed in future research, including longitudinal studies to analyse the link between the universal problems of organizing and a company's dynamic capabilities. Practical implications: Adaptive organizations go beyond tech firms in responding to the universal problems of organizing work by making specific use of digital technologies. Originality/value: The paper studies how companies should organize themselves so that they continuously adapt to an ever-changing competitive environment.