Vision-to-value creation: A balanced fit strategic dynamic capabilities process

The problem this research was directed at was determining whether a sample firm's value creation performance gap could be explained by seven organizational variables that focus on the entire organization. These seven organizational variables are vision, mission, core values, objectives, strategies, organizational flexibility and risk. A strategic dynamic capabilities theory and framework were presented that a sample firm's value creation capacity was linked to these seven variables through a dynamic capabilities process. This research study confirmed that the seven variables had been used in previous research models, but had not been analyzed together, as a strategic dynamic capability process. Three research questions surrounding the relationships between the seven independent variables and the dependent variable share price growth performance were formulated. Empirical research modalities associated with quantitative methodology or the analytical approach which used a large random sample population of the Standard and Poor's Five Hundred (S&P 500) and archival secondary data collection sources provided the data to investigate and analyze the variables and the three research questions and hypotheses surrounding the research problem and purposes of this research study. The research results indicated the Vision-to-Value Creation Balanced Fit Strategic Dynamic Capabilities Process does not fully explain the value gap between organizations.;This research does point out that the individual organizational flexibility process variable and combinations of the organizational flexibility and core values variables are better at explaining the gap in value creating performance between organizations.;The descriptive statistics results revealed that fifty-five percent (55%) of the S&P 500 sample firms do not contain a vision or mission statement and that these variables had a negative impact on value.