Adaptive Enterprise


Adaptive enterprises can deal better with risk and uncertainty than those with traditional structures. Practical case evidence is presented and factors to consider when implementing strategic adaptive management are provided.

Technique Overview

Adaptive Enterprise Definition

Adaptive organisations are highly flexible and have the ability to change or adjust in almost real-time by altering routines and practices in response to environmental changes (Moitra & Ganesh, 2005).

Adaptive Enterprise Description *

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Business Evidence

Adaptive Enterprise Strengths *

Adaptive Enterprise Weaknesses *

Examples of Adaptive Enterprise *

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Business Application

Adaptive Enterprise Implementation *

Success Factors of Adaptive Enterprise *

Measures of Adaptive Enterprise *

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Professional Tools

Adaptive Enterprise Videos *

Adaptive Enterprise Downloads *

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Further Reading

Adaptive Enterprise Web Resources *

Adaptive Enterprise Print Resources *

Adaptive Enterprise References (4 of up to 20) *

  • Eisenhardt, K. M. and Brown, S .L. (1998) Competing on the Edge: strategy as structured chaos, Long Range Planning, Vol. 31 (5), pp. 786–789.
  • Eisenhardt, K. M. and Tabrizi, B. N. (1995) Accelerating Adaptive Processes: product innovation in the global computer industry, Administrative Science Quarterly, Vol. 40 (1), pp. 84–110.
  • Evgeniou, T. (2002) Building the Adaptive Enterprise: information strategies for successful management of complex, global corporations in times of change, INSEAD report, available at E-business Forum.
  • Haeckel, S.A. (1995) Adaptive Enterprise Design: the sense-and-respond model, Strategy & Leadership, Vol. 23 (3), pp. 6–42.

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Related Concept: Positive Risk Management

Negative risks are clearly of great concern to organisations. However, it is increasingly recognised that the term “risk” is often too narrowly defined. Positive risk management is primarily concerned with identifying, assessing and managing potentially beneficial outcomes.