Theorizing synchronization of organizational resources in dynamic environments

Abstract

Resource orchestration (RO) in dynamic environments poses challenges during strategic initiatives. Although prior research highlights RO's benefits, little is known about how managerial decisions influence RO over time, potentially leading to inefficiencies. This study examines two multiyear strategic initiatives: an innovative city project and a telecommunications network upgrade to explore how RO actions adapt to shifting priorities using historical methods and longitudinal data. The study contributes to our understanding by examining RO processes in dynamic environments, offering a framework for synchronizing RO, and proposing a roadmap to guide senior management in aligning initiatives with organizational assets. It highlights the importance of adaptation and ambidexterity. Our findings identify four key synchronization processes—refocusing, descoping, substituting, and deferring—essential for managing strategic initiatives. A framework that aligns organizational capabilities with the benefits of innovation through four synchronization states: “Drowning,” “Swimming,” “Treading Water,” and “Doggy Paddle” is presented. Implications, future research, and limitations are discussed.