IIM Indore seeks to be a contextually-relevant business school with world-class academic standards that develops socially-conscious managers, leaders and entrepreneurs. IIM Indore is committed to: Excellence in management education, research, and training, Use of contemporary participant-centric pedagogies and teaching methods, A presence in emerging segments of management education.

IIM Indore

This research examines the nature of dynamic capabilities and the organiza-tional conditions that enhance the dynamic capabilities of the organization.The analysis is carried out by using cybernetics theory and specifically the via-ble system model. It highlights the critical role played in the creation andmaintenance of dynamic capabilities by three constructs at the organizationlevel—organizational identi ty, organizational mindfulness, and organizationalfragmentation. The research uses the concept of embedded case studies andfocuses on three airlines in the Indian civil aviation sector from 2007 to 2017, aperiod that was highly competitive and turbulent for the domestic aviation sec-tor, with the three airlines showing markedly differing growth trajectoriesthrough this period.

Strategic Management

Systems Research and Behavioral Science

Exploring dynamic capabilities: A systems thinking approach

The International Journal of Management Education

Solving wicked problems: Searching for the critical cognitive trait

This research seeks to contribute to neo-institutionalism by connecting cognitive variables of the decision maker to the decision maker&rsquo;s ability to take non-isomorphic action. The insights developed in this article are based on the study of a business school in India, and the case study method has been adopted with participant observer technique. The study shows that organisations are sometimes exposed to more than one of the isomorphic forces&mdash;coercive, mimetic, and normative, the forces acting together or against each other. In such situations the decision maker is sometimes required to adopt non-isomorphic actions, which signify a departure from the dominant force. I have used the concepts of institutional theory and stakeholder-agency theory, and the evidence in the case, to argue that the decision maker needs the cognitive ability of systems thinking in order to adopt non-isomorphic actions. Two attributes, moral agency and self-efficacy, act as moderators in influencing the decision maker&rsquo;s ability for non-isomorphic action. A model has been developed based on the above propositions.