Technological Changes and Dynamic Capabilities in Sudair Pharma

Published: 2021-07-28 23:21:01
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Critical thinking
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In a business environment, the organizational concept states that an organization's dynamic capability adapts to its baseline resources insistently. The idea was discussed by three authors as an organization's capacity to start reconfiguring and also assimilating peripheral and inner competency to focus on varying dynamic environments (Pisco, Shuen, and Teece, 1997). The dynamic capabilities can help a firm to keep the competitive advantage by assimilating technological advancements. The paper aims to look at the dynamic capabilities used in a company called Sudair Pharma and how it utilizes them to emerge successful in an otherwise competitive market in the face of advancing technologies.

The term Dynamic capability' is commonly used to focus on the ability to respond timely and adequately to apparent discrepancies and need the use of multiple skills. Dynamic capabilities can get categorized into three levels which are related to the perceptions of environmental dynamism. All in all, dynamic capabilities refer to the strength of a company to responsively and also efficiently modify such activities by advancing its resources (Barney, 1995). Just like most companies, dynamic capabilities have elevated Sudair Pharma into success. Sudair Pharma (SPC) is a firm which was formed to fulfill the unmet prerequisites in the pharmaceutical sector in MENA region and Saud Arabia. Sudair Pharma localized its operations and established advanced Pharmaceutical Biologics Industries Group (APBIG) to advance the provision of healthcare. Through its local professional team which is specialized in international affiliations and partnership in cancer treatment is believed to be the best in MENA region.

Sudair Pharma (SPC) is resource-based opinion company. In its operations, it focuses on sustainable competitive advantages to outweigh its nearest competitors. One of the dynamic capability in Sudair Pharma is the Incremental dynamic capability which defines processes that brings change although incremental changes, to the opinion based on the resources of a firm that helps it focus on the competitive benefits that are sustainable. It stresses on issues of competing for survival in reaction to changing current businesses conditions. SPC focuses on the elements of competitive survival for a rejoinder to the varying current business conditions. Through its empirical instructions on sustainable competitive benefit are essential on specific procedures that involve dynamic capabilities because it makes an SPC's ideas a bit helpful to most of the managers that hold senior positions to guidelines for operations (Ludwig and Pemberton, 2011). An example is that of Sudair Pharma's continuous upgrading of their waste management and energy use. The company keeps reconfiguring their procedures and systems to guarantee maximum energy usage. They get to recycle waste and thus save on resources.

Another dynamic capability used by SPC is renewing dynamic capability. The dynamic is utilized to withstand a rent stream in shifting situations, they revive the nature of the supply stock, instead of incrementally adapting it. SPC employs renewing dynamic capability through its brand extension and process replication. The company has been able to extend its brand through Alliance-building. The group collaborates with other businesses to make the production of operational tools cheap and efficient through alliance-building (Camilleri, 2015). Comfortable and affordable access to input resources helps the firm to be competitive. The organization has localized and established advanced Pharmaceutical Biologics to advance the provision of healthcare and at the same time reached the latest pharmaceuticals in MENA Region and Saudi Arabia through developing a local professional team which gets specialized in international affiliations and partnership in cancer treatment. The alliances and associations are part of the alliance-building dynamic capability.

The dynamic regenerative capability is the third capability that the Sudair Pharma has employed in dealing with competition and technological disruptions. It allows the company to evolve from previous change practices, towards innovative, dynamic capabilities. The dynamic gets used by companies whose managers observe that the situation is choppy, where external changes are discontinuous. The management uses critical decision-making mechanism so that it can maintain the standards for ensuring competitive survival in the environment (Imran, Rehman, Aslam & Bilal, 2016). For instance, Sudair Pharma relied on traditional manufacturing process initially. The management had to make a critical decision in adopting technological advancements. After adapting to modern technical methods, the firm continually keeps changing such procedures when new technological advancements rollout ("HOME," 2017).

The dynamic capability relays to advancements and growth of the tactics of senior managers of Sudair Pharma (SPC) organization in adoption and response to necessary changes. It does this while trying to maintain and keep the least levels of standards and capabilities which ensures survival from competition within the environs. The management adapts and responds to specific procedures that make resources easily accessible for convenient planning of the most recent changes as resources in the organization deprecates. SPCs principal assumption to the structure is so essential in that it ought to get exploited by making right decisions to momentarily focus on spots that can get formed with longer-term control. Grant & Jordan (2015) relates to the notion concerned with abilities to the asset-oriented perception about the SPC and the agendas' view to transforming its goals and vision. However, according to Mason and Simmons (2014), strategic decision-making involves all the human resources who collectively affect the performance of the firm. Therefore, the dynamic capability of decision is essential in the SPC firm since it creates its way in which to maneuver to success by making strategies that help it beat other competitive companies in the market. Last but not least is Co-Specialization, which gets used in the physical resources, HR and the protected innovation of Sudair Pharma (SPC) organization. Co-Specialization gives the firm a possible aggressive advantage (Teece, Pisano, and Shuen 1997). The organization's workers learn to make new necessary resources rapidly. The coordination of these new critical resources, including innovation and reuse of existing resources, is the result of Co-Specialization. In Sudair Pharma, employees and the senior management in rearranging their programs to uplift connotations that apt useful responses to definite issues and make proper utilization of teamwork for crucial resources to SPC from external sources. When external resources are brought to SPC, another dynamic capability emerges. The company uses hiring advantage to ensure they have the best human resource available so that the workforce is efficient enough. Doh and Quigley (2014) state that quality of task execution relies upon hierarchical schedules and human resource input. The skilled human resource is needed to plan appropriately for the firm's operations.

The SPC has remained competitive amid competition from other pharmaceutical firms and the increasingly technological disruptions. SPC employs globalization, digitization, greater reliance on data, and technological advances analytics to remain competitive and outweighs the accelerating disruptions on the marketing. Practically, SPC has adapted their processes through integrating operating models and systems simultaneously. They equally came up with SPC Manufacturing Complex plan that caters all technological disruptions. The elaborate plan comprises of sophisticated programs that include; developing multitude changes on drugs which affect cells making used battling against disease. They also made significant advances in treatment centered on personalized therapies. Finally, they integrated their oncological and specialized medical care which is highly skilled in delivering a thorough and personalized treatment predominantly.

In conclusion, dynamic capability relates to advancements and development of strategies that help a firm to improve in a target market. Dynamic capability helps a company to adapt to technological changes. The Sudair Pharma (SPC) organization has used some of these skills to remain competitive in otherwise a flooded market. The company has used three critical levels of dynamic capabilities, founded on managerial insights. The dynamic capabilities used are incremental, renewing and dynamic regenerative capabilities. The firm has adapted to technological disruptions through co-specialization, alliance-building, and strategic decision-making. The practical and hypothetical significance for applying and formulating SPCs dynamic capabilities that sustain its competitive benefit which is vital to the company's management.

References

Barney, J.B. (1995). Looking inside for competitive advantage. Academy of Management Executive, 9(4), 49-61.

Camilleri, M. (2015). Valuing Stakeholder Engagement and Sustainability Reporting. Corporate Reputation Review, 18(3), 210-222. http://dx.doi.org/10.1057/crr.2015.9

D'Aveni, R., Dagnino, G., & Smith, K. (2010). The age of temporary advantage. Strategic Management Journal, 31(13), 1371-1385. http://dx.doi.org/10.1002/smj.897Doh, J. P., & Quigley, N. R. (2014). Responsible leadership and stakeholder management: Influence pathways and organizational outcomes. Academy of Management Perspectives, 28(3), 255-274.

Grant, R. M. & Jordan J. (2015). Foundations of strategy (2nd ed.). Hoboken, NJ: John Wiley & Sons. ISBN-13: 9781118914700

HOME. (2017). Sudairpharma.com. Retrieved 17 October 2017, from http://www.sudairpharma.com/

Imran, M. K., Rehman, C. A., Aslam, U., & Bilal, A. R. (2016). Whats organization knowledge management strategy for successful change implementation? Journal of Organizational Change Management, 29, 1097-1117. doi:10.1108/JOCM-07-2015-0130

Ludwig, G., & Pemberton, J. (2011). A managerial perspective of dynamic capabilities in emerging markets: The case of the Russian steel industry. Journal for East European Management Studies, 16, 3, 215-236.

Mason, C., & Simmons, J. (2014). Embedding corporate social responsibility in corporate governance: A stakeholder systems approach. Journal of Business Ethics, 119(1), 77-86. doi:10.1007/s10551-012-1615-9

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.

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