Adaptations in Management Studies and Methodological Approaches in Adaptations

  • Oluwaseun E. Adegbite
  • Antonis C. Simintiras
  • Yogesh K. Dwivedi
  • Kemefasu Ifie
Part of the SpringerBriefs in Business book series (BRIEFSBUSINESS)


In the preceding chapters, we have examined the business environment, relevant theories, concepts, and their implications in organisational adaptations. We have also examined the inherent adaptive behaviour paradigms and dynamic capabilities including their roles in adaptation processes. This present chapter is divided into three sections. In Sect. 1, we examine forms and types of adaptations in various fields of management. Under Sect. 2, the relevance and suitability of content, context, process (CCP) and processual analysis in organisational adaptations are discussed. This section offers a general overview of content, context and process (CCP) framework, processual analysis and case study method. Lastly in Sect. 3, we review series of market dynamics in the photographic industry from 1960 to 2016 and how firms in the industry have managed to adapt to the changes particularly the challenge of technology discontinuity. Two reputable photographic firms, namely, Kodak and Fujifilm, are examined in the light of the earlier conceptualised adaptive behaviour paradigms. We based our analysis on Pettigrew’s content, context, process (CCP) framework; processual analysis; and case study method to show the application of these methods in practice.


  1. Adner, R., & Helfat, C. (2003). Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 24, 1011–1025.CrossRefGoogle Scholar
  2. Armenakis, A. A., & Bedeian, A. G. (1999). Organisational change: A review of theory and reseach in the 1990s. Journal of Management, 25(3), 293–315.CrossRefGoogle Scholar
  3. Brennan, R., & Turnbull, P. W. (1995). Adaptations in buyer-seller relationships. In: IMP 11th Conference 1995, Conference Paper. Manchester: Manchester Federal School of Business and Management.Google Scholar
  4. Brennan, R., & Turnbull, P. (1996). The process of adaption in inter-firm relationships. In H. G. Gemünden, T. Ritter, & A. Walter (Eds.), Relationships and networks in international markets (pp. 65–80). Oxford: Elsevier.Google Scholar
  5. Brennan, R., & Turnbull, P. (1999). Adaptive behaviour in buyer—Seller relationships. Industrial Marketing Management, 28, 481–495.CrossRefGoogle Scholar
  6. Brennan, D. R., Turnbull, P. W., & Wilson, D. T. (2003). Dyadic adaptation in business-to-business markets. European Journal of Marketing, 37(11/12), 1636–1665.CrossRefGoogle Scholar
  7. Buchanan, D. A. (1991). Vulnerability and agenda: Context and process in project management. British Journal of Management, 2(3), 121–132.CrossRefGoogle Scholar
  8. Buchanan, D., & Boddy, D. (1992). The expertise of the change agent. London: Prentice Hall.Google Scholar
  9. Caldwell, R., (2005). Things fall apart? Discourses on agency and change in organizations, Human Relations, 58(1), 83–114.Google Scholar
  10. Canning, L. E. (1999). The introduction of environmental (Green) adaptations in supplier-customer relationships. Unpublished Ph.D., UWE, Bristol.Google Scholar
  11. Chakravarthy, B. S. (1982). Adaptation: A promising metaphor for strategic management. The Academy of Management Review, 7(1), 35–44.Google Scholar
  12. Child, J., & Smith, C. (1987). The context and process of organizational transformation—Cadbury limited in its sector. Journal of Management Studies, 24(6).Google Scholar
  13. Christensen, C. M. (2011). The innovator’s dilemma: The revolutionary book that will change the way you do business. New York: Harper Business.CrossRefGoogle Scholar
  14. CNBC. (2016). Kodak pins its revival hopes new camera phone aimed at camera enthusiasts. Thursday, October 20, 2016. Retrieved March 15, 2017, from
  15. Cravens, D. W. (1995). The Changing role of the sales force. Market Management, 4(2).Google Scholar
  16. Dawson, P. (1994a). Organizational change: A processual approach. London: Chapman.Google Scholar
  17. Debrah, Y. A., & George, O. (1997). Flexibility, labour subcontracting and HRM in the construction industry in Singapore: Can the system be refined? International Journal of Human Resource Management, 8(5), 690–709.CrossRefGoogle Scholar
  18. Duncan, R. B. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 17, 313–327.CrossRefGoogle Scholar
  19. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. The Academy of Management Review, 23(4), 660–679.Google Scholar
  20. Eisenhardt, K. (1989). Making fast strategic decisions in high-velocity environments. The Academy of Management Journal, 32, 543–576.CrossRefGoogle Scholar
  21. Fahey, L., & Narayanan, V. (1986). Macroenvironmental analysis for strategic management. St. Paul, MN: West.Google Scholar
  22. Fang, T. (2001). Culture as a driving force for interfirm adaptation: A Chinese case. Industrial Marketing Management, 30, 51–63.CrossRefGoogle Scholar
  23. Frishammar, J. (2006). Organizational environment revisited: A conceptual review and integration. International Studies of Management and Organisation, 36(3), 22–49. Retrieved from Scholar
  24. Gadde, L. E., & Håkansson, H. (1993). Professional purchasing. London: Routledge.Google Scholar
  25. Giddens, A. (1979). Central problems of social theory. London: McMillan.CrossRefGoogle Scholar
  26. Grant, R. M., & Neupert, K. E. (2000). Cases in contemporary strategy analysis (Second ed.). Malden, MA: Blackwell.Google Scholar
  27. Hagberg-Andersson, A. (2006). Does adaptation pay off? Industrial Marketing Management, 35, 202–209.CrossRefGoogle Scholar
  28. Hakansson, H., Ed. (1982). International marketing and purchasing of industrial goods: an interaction approach. Chichester: Wiley.Google Scholar
  29. Hallén, L., Johanson, J., & Seyed-Mohamed, N. (1991). Interfirm adaptation in business relationships. Journal of Marketing, 55(2), 29–37.CrossRefGoogle Scholar
  30. Helfat, C. F., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the micro-foundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.CrossRefGoogle Scholar
  31. Holma, A. (2009). Adaptation in triadic business relationship settings: A study in corporate travel management. Doctoral thesis, Publications of Hanken School of Economics 207.Google Scholar
  32. Huerta, E., & Sanchez, P. J. (1999). Evaluation of Information technology: Strategies in spanish firms. European Journal of Information Systems, 8, 273–283.CrossRefGoogle Scholar
  33. Johanson, J., & Mattson, L. G. (1987). Interorganizational relations in industrial systems: A network approach compared with the transaction cost approach. International Studies of Management and Organization, 17(1), 34–48.CrossRefGoogle Scholar
  34. Johnston, W. J., Leach, M. P., & Liu, A. H. (1999). Theory testing using case studies in business-to-business research. Industrial Marketing Management, 28(3), 201–213.CrossRefGoogle Scholar
  35. Kaplan, S., Murray, F., & Henderson, R. (2003). Discontinuities and top management: Assessing the role of recognition in pharmaceutical firm response to biotechnology. Industrial and Corporate Change, 12, 203–234.CrossRefGoogle Scholar
  36. Knoppen, D., & Christiaanse, E. (2007). Interorganizational adaptation in supply chains: A behavioural perspective. The International Journal of Logistics Management, 18(2), 217–237.CrossRefGoogle Scholar
  37. Komori, S. (2015). Innovating out of crisis: How Fujifilm survived (and Thrived) as its core business was vanishing. Berkeley, CA: Stone Bridge Press.Google Scholar
  38. Kotter, J. (2012). Leading change (New ed.). Boston, MA: Harvard Business Review.Google Scholar
  39. Liesch, P. W., Welch, L. W., & Buckley, P. J. (2011a). Risk and uncertainty in internationalisation and international entrepreneurship studies. Management International Review, 51, 851–873.CrossRefGoogle Scholar
  40. Liesch, P. W., Welch, L. S., & Buckley, P. J. (2011b). Studies: Review and conceptual development. Management International Review, 51, 851–873.CrossRefGoogle Scholar
  41. Meeus, M. T. H., & Oerlemans, L. A. G. (2000). Firm behaviour and innovative performance an empirical exploration of the selection–adaptation debate. Research Policy, 29, 41–58.CrossRefGoogle Scholar
  42. Moore, J. F. (1998). The rise of a new corporate form. The Washington Quarterly, 21(1), 167–181.CrossRefGoogle Scholar
  43. Morgan, G., & Sturdy, A. (2000). Beyond organisational change: Structure, discourse and power in UK Financial Services. London: Macmillan.CrossRefGoogle Scholar
  44. Morozov, B., & Morris, R. J. (2009). Kodak’s challenge: Surviving the disruptive winds of change. Business Case Journal, 16(2), 21–45.Google Scholar
  45. Mukherji, A., & Francis, J. D. (2008). Mutual adaptation in buyer–supplier relationships. Journal of Business Research, 61(2), 154–161.CrossRefGoogle Scholar
  46. Orlikowski, W. J. (1996). Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1), 63–92.CrossRefGoogle Scholar
  47. Peltoniemi, M., & Vuori, E. (2004). Business Ecosystem as the New Approach to Complex Adaptive Business Environments. Retrieved August 30, 2015, from
  48. Perry, C. (1998). Processes of A Case Study Methodology for Postgraduate Research in Marketing. European Journal of Marketing, 32(9/10), 785–802.CrossRefGoogle Scholar
  49. Pettigrew, A. M. (1985a). The awakening giant: Continuity and change in imperial chemical industries. Oxford: Basil Blackwell.Google Scholar
  50. Pettigrew, A. M. (1985b). Contextualist research: A natural way to link theory and practice. In E. E. Lawler (Ed.), Doing research that is useful in theory and practice. San Francisco: Jossey Bass.Google Scholar
  51. Pettigrew, A. M. (1987). Context and action in the transformation of the firm. Journal of Management Studies, 24, 649–670.CrossRefGoogle Scholar
  52. Pettigrew, A. M. (1997). What is a processual analysis? Scandinavian Journal of Management, 13, 337–348.CrossRefGoogle Scholar
  53. Pettigrew, A. M. (2012). Context and action in the transformation of the firm: A reprise. Journal of Management Studies, 49(7), 1304–1328.CrossRefGoogle Scholar
  54. Piercy, N., & Rich, N. (2009). Lean transformation in the pure service environment: The case of the call service centre. International Journal of Operations & Production Management, 29(1), 54–76.CrossRefGoogle Scholar
  55. Porter, M. (1983). Cases in competitive strategy. New York: Free Press.Google Scholar
  56. Powers, T. L., & Loyka, J. J. (2010). Adaptation of marketing mix elements in international markets. Journal of Global Marketing, 23(1), 65–79.CrossRefGoogle Scholar
  57. Primc, K., & Čater, T. (2015). The influence of organizational life cycle on environmental proactivity and competitive advantage: A dynamic capabilities view. Organization & Environment, 29(2), 1–19. doi: 10.1177/1086026615584684.Google Scholar
  58. Rosenzweig, P. M., & Singh, J. V. (1991). Organizational environments and the multinational enterprise. The Academy of Management Review, 16(2), 340–361.Google Scholar
  59. Rowley, J. (2002). Using case studies in research. Management Research News, 25(12), 16–27.CrossRefGoogle Scholar
  60. Sarkar, C. (2013, May). The Kodak Moment: A Failure of Management Imagination? Retrieved November 9, 2015, from
  61. Schmidt, S., Tyler, K., & Brennan, R. (2007). Adaptation in inter-firm relationships: Classification, motivation, calculation. Journal of Services Marketing, 21(7), 530–537.CrossRefGoogle Scholar
  62. Sharma, S. (2000). Managerial interpretations and organisational context as predictors of corporate choice of environmental strategy. The Academy of Management Journal, 43, 681–697.CrossRefGoogle Scholar
  63. Skalen, P., & Edvardsson, B. (2016). Transforming from the goods to the service-dominant logic. Marketing Theory, 16(1), 101–121.CrossRefGoogle Scholar
  64. Sminia, H., & De Rond, M. (2012). Context and action in the transformation of strategy scholarship. Journal of Management Studies, 49(7), 1329–1349.CrossRefGoogle Scholar
  65. Stockdale, R., & Standing, C. (2006). An interpretive approach to evaluating information systems: A content, context, process framework. European Journal of Operational Research, 173, 1090–1102.CrossRefGoogle Scholar
  66. Sztompka, P. (1991). Society in action: The theory of social becoming. Chicago: Univ. Chicago Press.Google Scholar
  67. Sztompka, P. (1993). The sociology of social change. London: Basil Blackwell.Google Scholar
  68. Szulanski, G., & Jensen, R. J. (2006). Presumptive adaptation and the effectiveness of knowledge transfer. Strategic Management Journal, 27, 937–957.CrossRefGoogle Scholar
  69. The Economist. (2012). The Last Kodak Moment? Kodak is at Death’s Door; Fujifilm, its Old Rival, is Thriving. Why? January 14th 2012; New York and Tokyo. Retrieved October 7, 2015, from
  70. The Independent. (2012). The Moment It All Went Wrong For Kodak. The Independent, Friday 20 January, 2012. Retrieved October 7, 2015, from
  71. The World Street Journal. (2012, February 26). The Demise of Kodak: Five Reasons. Retrieved October 7, 2015, from
  72. Van de Ven, A. H. (1992). Suggestions for studying strategy process: A research note. Strategic Management Journal, 13, 169–188.Google Scholar
  73. Viio, P., & Grönroos, C. (2014). Value-based sales process adaptation in business relationships. Industrial Marketing Management, 43, 1085–1095.CrossRefGoogle Scholar
  74. Willmott, H. (1997). Rethinking management and managerial work: Capitalism, control and subjectivity. Human Relations; Studies Towards the Integration of the Social Sciences, 50(11), 1329–1360.Google Scholar
  75. Yalcin, S., Singh, N., Dwivedi, Y. K., Apil, A. R., & Sayfullin, S. (2011). Culture and localization on the web: Evidence from multinationals in Russia and Turkey. Journal of Electronic Commerce Research, 12(1), 94–114.Google Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Oluwaseun E. Adegbite
    • 1
  • Antonis C. Simintiras
    • 2
    • 3
  • Yogesh K. Dwivedi
    • 4
  • Kemefasu Ifie
    • 5
  1. 1.School of ManagementSwansea UniversitySwanseaUK
  2. 2.College of Business AdministrationGulf University for Science and TechnologyHawallyKuwait
  3. 3.School of Management, Swansea UniversitySwanseaUK
  4. 4.Emerging Markets Research Centre (EMaRC), School of ManagementSwansea UniversitySwanseaUK
  5. 5.School of Business and EconomicsLoughborough UniversityLoughboroughUK

Personalised recommendations