COMPETITIVENESS AS THE ABILITY TO ADAPT, NOT TO OUTPERFORM

Abstract

The article explores the transformation of theoretical approaches to understanding organizational competitiveness amid growing instability and uncertainty in the external environment. The article substantiates a shift in understanding organizational competitiveness – from a focus on outperforming rivals to the ability to adapt strategically and efficiently in conditions of constant environmental turbulence. It argues that the traditional paradigm, which viewed competitiveness solely as the ability to outperform rivals, is gradually losing relevance. In its place, a new perspective is emerging in which competitiveness is interpreted as an organization’s ability to adapt while maintaining efficiency, innovativeness, and strategic integrity. Central to the study are the concepts of the Resource-Based View (RBV) and Dynamic Capabilities (DC), which together form the theoretical foundation for understanding new dimensions of strategic advantage. Particular attention is paid to the categories of adaptive performance, emotional intelligence of managers, and organizational ambidexterity – the ability of a firm to simultaneously sustain current operational efficiency while flexibly responding to emerging challenges. The study analyzes reports from leading international consulting firms such as McKinsey, Deloitte, and PwC, which highlight the growing role of adaptive strategies in corporate management practices. The research also emphasizes strategic risk management as a key factor in enhancing adaptive competitiveness: companies that integrate risk management into their overall strategy tend to demonstrate greater crisis resilience and a faster recovery of competitive positions. Based on an interdisciplinary approach, a generalized model of competitiveness formation is proposed, grounded in the principles of organizational ambidexterity and combining internal resource potential with dynamic managerial capabilities. This approach enables organizations to achieve simultaneous operational efficiency and strategic adaptability in a constantly turbulent environment. It is emphasized that the key to long-term competitiveness lies not only in possessing unique resources but in the ability to manage them effectively under persistent external volatility.