TY  - JOUR
AB  - In the literature it is proposed that high adaptive capability is associated with high costs and internal inefficiency, despite the potential benefits to be gained from being adaptive. Investigates a set of adaptability variables that have not been previously researched and, therefore, takes an alternative focus on adaptive capability. Identifies two distinct degrees of high and low adaptive capability in an empirical UK study. Suggests that companies with high adaptive capability seemingly perform better than low adapters, despite the implication of high costs and inefficiency. High adapters also seem to have more comprehensive market orientation and decision‐making style, although they appear to operate in more turbulent external environments. The results extend the current adaptive capability literature, and directions for further research are proposed.
VL  - 31
IS  - 7
SN  - 0309-0566
DO  - 10.1108/03090569710176619
UR  - https://doi.org/10.1108/03090569710176619
AU  - Oktemgil Mehmet
AU  - Greenley Gordon
PY  - 1997
Y1  - 1997/01/01
TI  - Consequences of high and low adaptive capability in UK companies
T2  - European Journal of Marketing
PB  - MCB UP Ltd
SP  - 445
EP  - 466
Y2  - 2024/04/19
ER  -