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Strategic Coherence and Company Ambidexterity - a Necessity or a Delusion?

Mielcarek Paweł

Management and Production Engineering Review

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2023

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Vol. 14, No. 2

61--69

EN

Organisations have to take into account rapid, non-linear changes in their environment that build pressure on the company‘s development strategy. Therefore, one of the key challenges and paradoxes is to how maintain mutual coherence between different areas of the organisation and simultaneously leverage being ambidextrous so as to continue with exploration and exploitation activities. The main goal of this paper is to present research results on the relation between strategic coherence and company ambidexterity. Strategic coherence is a proprietary concept allowing for measurement of the balance between the vertical and horizontal adjustment of an organisation. Vertical adjustment is the relation between strategy and the elements of the business model measured by: 1) the cascading of goals, 2) feedback on matching elements of the business model according to strategy, and 3) control over financial results and strategy implementation. Horizontal adjustment refers to matching the business model components measured by: 1) creating value, 2) capturing value, and 3) creating a synergy effect) Meanwhile, ambidexterity is determined by four areas: 1) company goals, 2) products, 3) market and 4) competitive advantage for both exploration and exploitation activities. The research survey was conducted with the use of the CATI method. Altogether, 400 medium-sized and large Polish companies were included in the study. To calculate the dependencies, the Pearson correlation coefficient was applied. The companies studied achieved similar results in terms of strategic coherence dimensions, as the vertical adjustment was 6.47, and the horizontal was 6.29 on a scale of 1–10. Meanwhile, in terms of ambidexterity, the companies achieved a moderate level, with the average value for exploration being 4.26, and that for exploitation 4.51 on a scale from 1 to 7. Based on correlation analysis, the relation between both variables has the shape of an inverted “U” with the most favourable point for ambidexterity at the “high strategic coherence” level. This study is a comprehensive guide for practitioners, and presents development guidelines for companies. The value of this research is an empirically validated framework that describes relations based on a dynamic balance between strategic coherence and two types of adjustment in the area of regulation – vertical and horizontal, as well as ambidexterity with two types of activity in the area of operations: exploration and exploitation. This study is unique and explores uncharted areas of strategic management.

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Digital transformation of supply chains and company’s performance

Mielcarek Paweł, Piekarczyk Anna

LogForum

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2023

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Vol. 19, no. 1

47--57

EN

Background: The aim of the article is to examine the determinants of the digital transformation of the supply chains (DSCs) of companies. The presented research covers the stages of digital supply chain transformation, applied key technologies, and the results of implementation of DSC transformation. Methods: The research covered 235 randomly selected Polish companies of all sizes, focusing on transport and warehouse management companies (33.6%), industrial processing (15.7%), other services (11.4%) and wholesale and retail trade (11.1%). Data were acquired by the CAWI method in 2022. For statistical calculation, Pearson correlation and factor analysis were used. Results: The results of this paper indicate that the DSC transformation process is implemented with rather similar and moderate degree of intensity (mean 3.61 on a scale from 1 to 5). The transformation process of DSC is based on several interdependencies, that is, between integration of company’s technology base and other entities of the supply chain as well as with scale and improve the solutions for DSC. Moreover, DSC transformation is positive related with all of the performance measures (profit, sales, market share, ROI, and competitive advantage), while the greatest increase is noticed for ROI. Furthermore, the factor analysis confirm that a systematic and comprehensive approach to the transformation of DSC raises company performance. Conclusions: The presented research allows for a better understanding of analysed variables and the context that determines DSC transformation for both managers and practitioners. Thus, it enable building a strategy and roadmaps for the digital transformation of enterprises and mitigate associated risks.

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Cyfrowa transformacja modelu biznesu przedsiębiorstw chemicznych

Mielcarek Paweł

Przemysł Chemiczny

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2022

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T. 101, nr 11

1027--1030

PL

Zbadano i przedstawiono uwarunkowania cyfrowej transformacji modelu biznesu w polskich przedsiębiorstwach chemicznych. Badania obejmowały etapy transformacji modelu biznesu, kluczowe technologie napędzające transformację cyfrową modelu biznesu, zastosowane elementy cyfrowych łańcuchów dostaw, a także efekty wynikające z realizacji cyfrowej transformacji modelu biznesu. Badania objęły 41 przedsiębiorstw chemicznych wprowadzających innowacyjne modele biznesu. Pełna implementacja cyfrowej transformacji modelu biznesu dotyczyła 34% badanych przedsiębiorstw, przy czym dominowała koncentracja na produktach i automatyzacji, zsynchronizowanym planowaniu i poprawie elastyczności działania oraz wzroście wydajności i innowacyjności. Badane przedsiębiorstwa chemiczne w większości przypadków osiągały wyniki przewyższające wartości uzyskane dla całej badanej próby liczącej 235 podmiotów.

EN

On a representative sample of 235 companies operating in Poland, including 41 chem. companies introducing innovative business models, a research procedure was carried out in the form of a computer-assisted web interview. The quant. research was based on a questionnaire survey. The complete implementation of digital transformation concerned 34% of the surveyed enterprises, with focus on products and automation, synchronized planning and improvement of operational flexibility, as well as increased efficiency and innovation. In most cases, the chem. companies achieved results that exceeded the values obtained for the entire sample of 235 entities.