Organizational Resources, Strategy, and Environmental Turbulence in Kenya Airways Limited

Abstract

The content of this document includes a discussion on Organizational resources, Strategy and Environmental Turbulence in the aviation industry with Kenya Airways Limited being the case in focus. The document starts with a discussion on the airline industry then proceeds to discuss at length the concept of strategic management with a focus on the Resource-Based View of the firm. Theories that build on organizational resources form a key part of this paper. In particular, proponents of the resource based view and dynamic capabilities theory are significantly mentioned in this document. It further discusses environmental turbulence and the features that characterize it. With regard to the airline industry, the document details the organizational resources that are found to be at Kenya Airways Limited disposal. The value creation of the various resources and capabilities are discussed with a bias to their alignment with respect to the market environment and the corporate strategy. The document discusses the various corporate strategy alternatives that are at the disposal of the firm and those that have been applied. On environmental turbulence, the document discusses the environmental forces/threats that directly or indirectly affect the strategic position of Kenya Airways Limited. The study seeks to investigate the significance of organizational resources in creating a sustainable competitive advantage. The data is collected from the respondents through an interview guide and secondary materials that focus on the subject of discussion. The respondents occupy management positions and participate or are conversant with the corporate strategy in Kenya Airways Limited. The target number was at least one respondent from each of the six departments that comprise Kenya Airways Limited. Nine respondents are engaged in the process. The collected data is analyzed through content analysis approach. Kenya Airways Limited is found to have significant resources through which the organization derives its strategic process and corporate strategy thereof. The main conclusion is that organizational resources are key in acquiring a sustainable competitive advantage. The document recommends the application of dynamism in resources accumulation for sustainability in the acquired economic rent.