ANTICIPATORY LEADERSHIP AT BRICK-AND-MORTAR AND VIRTUAL COMPANIES
Table of Contents
The Conceptual Framework of Anticipatory Leadership
Anticipatory Leadership at Vodafone
Anticipatory Leadership at Charles Schwab
As the business environment becomes more turbulent and unpredictable, conventional approach to the leadership and management of organizations becomes obsolete. In today’s knowledge economy, human resources are the key determinant of sustained competitive advantage. Therefore, companies, which won the war for global talents are likely to get ahead of their rivals. The transition of an increasing number of companies into the Internet is witnessed by many experts (Wright and Dyer, 2000). The internet penetration rate is 46.4% worldwide, with North America showing the highest 87.9%, but accounting for only 9.3% of the global internet users, while the adoption rate in Asia reached 40.2% that translates into 48.2% of the world population online (Internetworldstats, 2016). This sky-rocketed growth has presented significant challenge to the field of HR. Human resource practitioners increasingly find themselves unwilling to deal with uncertainty in managing people in the virtual world due to a lack of reliable research on how HR issues differ in brick and mortar and electronic business model (Wright and Dyer, 2000).
The succinct overview of the prior studies revealed a certain degree of divergence in terms of how the future will look like and whether the e-business has a potential to substitute the traditional brick and mortar format. While some authors argue that a virtual business model is likely to evolve into a basic platform for conducting business “much like the advent of the telephone or the computer” (Wright and Dyer, 2000, p. 65), others are convinced that both the retail and digital mediums will co-exist, with the former having an edge in terms of the quality of service (Sahu, 2016). On the one hand, some authors admit that to improve customer focus, the firm should better leverage technology and create systems, structures, and processes that only e-business can facilitate effectively (Wright and Dyer, 2000). Specifically, David Parsons, Director of NS EB Solutions Marketing at Compaq aptly noticed that “the more technology is leveraged, the more important people become to organizational success” (as cited in Wright and Dyer, 2000). In this regard, managerial skills are gaining in importance, since if employees are not challenged and committed, they are of no value to the company, and the managers who succeeded in putting together the teams will have much more success. On the other hand, brick and mortar approach to business is argued to ensure better customer service through face-to-face communication and the better understanding of the customer needs (Sahu, 2016).Regardless of whether an organization opts to operate as a brick and mortar or virtual business, to be truly effective, its strategy should match future possibilities with organizational resources, thereby connect market dynamics to employees’ responsibilities (Stodford, 2001). Adapting to industry-transforming developments just keeps organizations on par with competitors. …