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Achieving strategic agility through business model innovation. The case of telecom industry

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  • Lungu Miruna Florina

    (The Bucharest University of Economic Studies, Bucharest, Romania)

Abstract

As we are part of a dynamic world oriented towards change and flexibility, the society becomes more eager to be connected and updated to the latest news. Within this context, the purpose of the current paper is to focus on the tactics the companies use in order to achieve strategic agility in the telecom industry. The study aims to seek and analyzes which are the reasons which support the telecom industry to remain innovative and competitive on the market Therefore in order to align to the exponential trend of the market for innovation, we should have an overview picture of internal capabilities of the organization like human resource, technological advances or innovation. Further on, the literature review strengthens the significance companies place on decisions which keep alive their sustainability. Many studies claim that in order to deliver top results, an organization must be aware and fully exploit its major drivers of success. The paper will bridge the literature review with a realcase analysis. We will use a survey based on a sample of companies operating with the telecom market which will be shared at different levels of the business from stakeholders to top management. The results are meant to lead to a set of findings which influence the companies in being agile on the market. The outcome might serve as a reference point for the ones interested to set up a company within this industry or who are conducting research on this subject.

Suggested Citation

  • Lungu Miruna Florina, 2018. "Achieving strategic agility through business model innovation. The case of telecom industry," Proceedings of the International Conference on Business Excellence, Sciendo, vol. 12(1), pages 557-567, May.
    • Handle: RePEc:vrs:poicbe:v:12:y:2018:i:1:p:557-567:n:50
    DOI: 10.2478/picbe-2018-0050
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    References listed on IDEAS

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