Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/236985 
Year of Publication: 
2019
Citation: 
[Journal:] Foundations of Management [ISSN:] 2300-5661 [Volume:] 11 [Issue:] 1 [Publisher:] De Gruyter [Place:] Warsaw [Year:] 2019 [Pages:] 93-102
Publisher: 
De Gruyter, Warsaw
Abstract: 
State-owned companies are typically trapped in a bureaucratic system that means they expe-rience difficulties undertaking changes and adapting to environmental changes. Whenever these com-panies attempt a strategic maneuver, a series of complex bureaucratic procedures must be followed. As a result, the companies are late in responding to environmental changes. This study discusses how the state-owned companies transform their organization with the support of dynamic capabilities. XT Square, a company owned by the local government in Indonesia, is used as the subject of analysis. XT Square is engaged in property. During the course of its organizational transformation, the company found it difficult to fit with customers' needs because of the difficulties in understanding market condi-tions. The company then established alliances with other firms to overcome resource shortages. The re-sults of the analysis demonstrate that the process of building these alliances was not linear; rather, it was iterative in nature. At a certain level, XT Square is required to undertake trial and error. At the end of the paper, a suggestion for further research is provided.
Subjects: 
alliance
dynamic capabilities
collaboration
organizational transformation
knowledge management
JEL: 
M10
M11
M19
D20
D73
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article

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