International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 8
Available Online: 30 July 2024
Author/s:
Ma, Zhu
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
In the context of accelerating globalization and digital transformation, strengthening organizational strategic adaptability, cross-cultural management, and organizational learning can help build a more innovative and adaptable organizational framework. Strategic adaptability is the key ability for enterprises to maintain competitive advantage in rapidly changing market environments. In addition, cross-cultural management and organizational learning are increasingly valued as important means to enhance the competitiveness and innovation capabilities of enterprises. By effectively integrating these factors, enterprises can establish the foundation of organizational adaptability frameworks, thereby achieving long-term development goals. The aim of this study is to explore in depth the impact of strategic adaptability, cross-cultural management, and organizational learning on organizational performance, and to construct an organizational adaptive management framework based on these relationships. By systematically analyzing the relationship between strategic adaptability, cross-cultural management, organizational learning, and organizational adaptability, combined with the practical application of these three key factors in China’s new energy industry, new theoretical and practical guidance is provided for establishing an organizational adaptability framework. This paper adopts descriptive research methods and questionnaire surveys as the main means of data collection. Collect data on strategic adaptability, cross-cultural management, and organizational learning through a questionnaire survey of Chinese new energy enterprises. Spearman rho was used as part of non-parametric testing to determine significant relationships. The survey was conducted among 402 employees from new energy companies. Results showed that there is a highly positive correlation between a company’s strategic adaptability and its ability to maintain competitiveness and innovation in a rapidly changing market environment. This indicates that enterprises that can flexibly adjust their strategies to cope with market changes can better capture market opportunities, avoid potential risks, and achieve sustainable development. In addition, there is a significant positive correlation between cross-cultural management and organizational learning. This means that through effective cross-cultural management, enterprises can promote knowledge sharing and collaborative innovation in different cultural backgrounds, thereby enhancing overall organizational learning capabilities. Effective cross-cultural management can not only enhance cooperation and communication within a company, but also improve employee satisfaction and sense of belonging, thereby enhancing the performance of the enterprise. The study further reveals the close relationship between organizational learning and corporate strategic adaptability. Through continuous learning and knowledge accumulation, enterprises can continuously optimize their strategic decision-making process, improve sensitivity and responsiveness to external environmental changes, and thus achieve higher adaptability. Building an organizational adaptability framework centered on strategic adaptability, cross-cultural management, and organizational learning can not only enhance the competitiveness of enterprises, but also provide a solid foundation for achieving long-term sustainable development in the rapidly changing global market.
Keywords: strategic adaptability, cross-cultural management, organizational learning, organizational adaptability
DOI: https://doi.org/10.5861/ijrsm.2024.1209
Cite this article:
Ma, Z. (2024). Strategic adaptability, cross cultural management and organizational learning: Basis for developing organizational adaptability framework. International Journal of Research Studies in Management, 12(8), 113-125. https://doi.org/10.5861/ijrsm.2024.1209