To see the other types of publications on this topic, follow the link: Alignment of resources and capabilities.
Journal articles on the topic 'Alignment of resources and capabilities'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Alignment of resources and capabilities.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Gligor, David, Javad Feizabadi, Ivan Russo, Michael J. Maloni, and Thomas J. Goldsby. "The triple-a supply chain and strategic resources: developing competitive advantage." International Journal of Physical Distribution & Logistics Management 50, no. 2 (March 2, 2020): 159–90. http://dx.doi.org/10.1108/ijpdlm-08-2019-0258.
Full textAbstract:
PurposeScholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply chain to develop sustainable competitive advantage. Complexity theory suggests however that other combinations of triple-A capabilities may be equally effective, especially given a firm's strategic orientation relative to its market and its supply chain. Our research objective was to examine what combinations of these capabilities lead to the same outcome (i.e. high firm performance).Design/methodology/approachWe collected 182 survey responses from a global sample of supply chain managers. Qualitative comparative analysis (QCA) was employed to assess effective recipes of agility, adaptability, alignment, supply chain orientation, and market orientation.FindingsOur results revealed four distinct “recipes” (i.e. combinations of agility, adaptability, alignment, supply chain orientation and market orientation) that lead to high levels of firm performance.Originality/valueOur results indicate that firms currently do not necessarily have to concomitantly develop capabilities across all triple-A components. Considering the costs associated with developing each of these capabilities, the findings allow us to derive several theoretical and managerial insights.
2
L'Écuyer, François, Louis Raymond, Bruno Fabi, and Sylvestre Uwizeyemungu. "Strategic alignment of IT and human resources management in manufacturing SMEs." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 830–50. http://dx.doi.org/10.1108/er-09-2018-0258.
Full textAbstract:
Purpose Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging issue for both researchers and practitioners regards HR information systems (HRIS), i.e. the deployment of strategic IT capabilities to enable the firm’s high-performance work system (HPWS) capabilities and thus improve the performance of its HR function. The purpose of this paper is to address this issue by using a capability-based mediation perspective to study the strategic alignment of HR and IT. Design/methodology/approach A survey study of 206 manufacturing SMEs was realized and the data thus obtained was analyzed through structural equation modeling. Findings Results confirm that the HRIS capabilities of SMEs influence the performance of the HR function through their strategic alignment with the HPWS capabilities of these enterprises. Practical implications The results suggest that the manufacturing SMEs most active in developing their HRIS capabilities while developing their HPWS capabilities are most likely to develop a competitive advantage through the improved performance of their HR function. This is especially important in a time when firms of all sizes across the globe are waging a “war for talent,” and are enabled to do so by their strategic use of IT. Originality/value The results of the study constitute a valid basis for prediction and prescription with regards to the strategic alignment of human and IT resources.
3
Ishfaq, Rafay, and Uzma Raja. "Task-Resource Capability Alignment." Information Resources Management Journal 25, no. 4 (October 2012): 1–25. http://dx.doi.org/10.4018/irmj.2012100101.
Full textAbstract:
The effective management of software maintenance processes involves decisions about workforce levels, skill and expertise mix of developers, assignment of defect resolution tasks, and monitoring key system performance measures. This research uses a queuing based simulation approach to study these managerial issues. Using the data archives of a large global software organization, an empirical study of the historical defect reports and management decisions is conducted. A task-resource capability alignment scheme is developed that captures the defect complexity and skill/experience capabilities of software maintainers. The results of the empirical-computational study show that the defect arrival/reporting process affects the resource utilization and the time a defect spends in the system. The results also highlight the role of dedicated and shared resources on the system performance and indicate that replacing an experienced and skilled developer requires a significant order of magnitude increase in the maintenance workforce.
4
Bigdeli, Elaheh, Mohammadreza Motadel, Abbas Toloie Eshlaghy, and Reza Radfar. "A dynamic model of effective factors on Agile business–IT alignment." Kybernetes 49, no. 10 (November 18, 2019): 2521–46. http://dx.doi.org/10.1108/k-05-2019-0358.
Full textAbstract:
Purpose This paper aims to present a dynamic model based on casual relationships among the most important effective factors on business–IT alignment in Agile businesses by using system dynamics modeling approach. Design/methodology/approach To study the most important factors on agility and alignment, the data were collected by questionnaires filled by 201 experts and were analyzed by SPSS and PLS. Casual relationships among studied factors and efficiency coefficients of each factor were identified by fuzzy DEMATEL technique and analyzed by MATLAB and EXCELL. Finally, the dynamic model was plotted by VENSIM. Findings According to the results, only “learning IT capabilities” are the most important casual factor that has the highest influence on the other factors. “Business responding capabilities” take the highest effect from the system, and “business sensing capabilities” are in the next rank. Practical implications This study underpins effective IT deployment toward developing efficient IT capabilities to gain greater agility. Originality/value The dynamic capabilities view (DCV) has emerged as an influential theoretical and management framework in modern IS and agility researches. In this regard, we propose a conceptualization of dynamic capabilities in the form of an alignment model. Based on the dynamic capabilities, and on the alignment perspectives found in Henderson and Venkatraman’s seminal model, IT alignment is modeled as a process of reconfiguration of the firm’s IT and organizational resources, competencies and capabilities.
5
Alabdul Razzak, Mousalam, Osama Sam Al-Kwifi, and Zafar U. Ahmed. "Rapid Alignment of Resources and Capabilities in Time-Bound Networks: A Theoretical Proposition." Global Journal of Flexible Systems Management 19, no. 4 (June 5, 2018): 273–87. http://dx.doi.org/10.1007/s40171-018-0192-x.
Full text
6
Blanchard, Carrie M., and Melanie Livet. "Ensuring intervention success: Assessing fit as an overlooked step of the implementation process." Pharmacy Practice 18, no. 4 (December 7, 2020): 2235. http://dx.doi.org/10.18549/pharmpract.2020.4.2235.
Full textAbstract:
Ensuring fit between a service and the implementing context is a critical but often overlooked precursor of implementation success. This commentary proposes five key considerations that should be evaluated when exploring fit: alignment with needs and metrics; alignment with organizational resources and capabilities; alignment with organizational priorities and culture; alignment with reimbursement mechanisms for long-term sustainability; and alignment with the regulatory environment. Successful uptake and implementation hinges on careful planning and, most importantly, appropriate fit between the service and the implementing environment.
7
Handrimurtjahjo, Agustinus Dedy. "Hubungan Teknologi Informasi dan Formulasi Strategi Kompetitif Serta Dampaknya Terhadap Kinerja Organisasional: Kerangka Konseptual." Binus Business Review 5, no. 1 (May 30, 2014): 176. http://dx.doi.org/10.21512/bbr.v5i1.1207.
Full textAbstract:
The relationship between IT and firm performance is a crucial research issue that symbolizes the value of information systems research. Many studies have attempted to understand the role of IT in organizational performance, and more researchers are paying attention to the notion of IT capabilities, including their potential to transform IT resources into business value. Meanwhile, the other study identified and investigated the three building blocks of IT deployment capabilities: strategic IT flexibility, business–IT partnership, and business–IT alignment. Using the resource-based view, the study propose a framework to explain the relationship between IT deployment capabilities and competitive advantage. This paper aims to find relationship between IT and Competitive Strategies and their impact on Organizational Performance.
8
Feizabadi, Javad, David Gligor, and Somayeh Alibakhshi Motlagh. "The triple-As supply chain competitive advantage." Benchmarking: An International Journal 26, no. 7 (September 2, 2019): 2286–317. http://dx.doi.org/10.1108/bij-10-2018-0317.
Full textAbstract:
Purpose The purpose of this paper is to draw on resource orchestration theory (ROT) and resource advantage theory (RAT) to develop a measurement scale for supply chain competitive advantage (SCCA) as a second-order construct with the dimensions of agility, adaptability and alignment (triple-A). Design/methodology/approach A survey research design is adopted to collect primary and secondary data from 182 international firms. The paper utilizes a scale development procedure to develop a measurement instrument and assess its psychometric properties. The scale’s predictive validity is tested using both subjective and objective data. Additionally, the simultaneous effect of triple-A is tested using latent congruent modeling. Findings Drawing upon ROT and RAT, this study introduces SCCA as a second-order construct composed of SC agility, adaptability and alignment. In addition, the findings show that an SCCA has a direct and positive impact on firms’ financial and market performance. Originality/value Existing literature indicates that competition has shifted from inter-firm to inter-SC. To account for this change in competition level, past studies have suggested various capabilities that SCs must possess to offer a competitive advantage, such as triple-As. However, drawing upon RAT and ROT, the authors argue that the SCCA construct accounts for sources of advantage in both the resource side and the demand side. The authors further assert that possessing supply chain resources (i.e. agility, adaptability, alignment as disparate resources) is not sufficient to create advantage but the resources must be orchestrated to create SCCA (i.e. the combination of agility, adaptability and alignment).
9
Srivastava, Prashant, Karthik N. S. Iyer, and Mohammed Y. A. Rawwas. "Performance impact of supply chain partnership strategy-environment co-alignment." International Journal of Operations & Production Management 37, no. 7 (July 3, 2017): 927–49. http://dx.doi.org/10.1108/ijopm-09-2015-0586.
Full textAbstract:
Purpose The purpose of this paper is to enhance understanding on supply chain partnership strategy-environment context co-alignment and its relationship with performance. Using the environment-strategy-performance view framework and the supporting relational perspective, the study develops a model and hypotheses to understand how supply chain partnership strategy as a response to co-align with operating context elements may impact operational and overall firm performance. Additionally, the study investigates the interrelationships among partnership strategy elements. Design/methodology/approach Data for testing the hypothesized relationships in the conceptual model was collected through a survey of managers in the Hoover’s database of US manufacturing firms. The survey sample included 115 responses from a wide variety of manufacturing forms. Findings Findings support the conventional wisdom relating collaboration to operational and financial performance. While product complexity associates with the “building block” resources, resource complementarity and resource specificity, technological turbulence relates significantly with only resource specificity. Interestingly, competitive intensity associates differentially with the resources – positive with resource specificity and negatively with resource complementarity. The results also reveal mediating influences of resource specificity and collaboration. Research limitations/implications The research findings have to be considered in context. The moderate size, wide industry/firm diversity and robust research design notwithstanding, and the cross-firm nature can potentially obscure causal linkages. Besides, more comprehensive insights could be obtained by modeling the co-alignment of strategy with other factors in the operating context such as industry munificence, and market unpredictability. Practical implications Firms derive operational and financial performance benefits from close collaboration with partners since the operational enhancements from such relationships have customer service implications. Besides, the synergistic interrelationships among strategic partnership resources and their eventual impact on operational and financial performance is highlighted suggesting that firms develop a proper mix of unique and complementing set of resources and leverage them through collaborative behaviors. Importantly, the results provide a framework for managers to understand the criticality of aligning their resources with contextual elements to realize enhanced operational efficiencies, customer service, and financial benefits. Originality/value Much of the evidence on the rent generation capabilities in supply chain partnerships is still anecdotal and extant empirical research lacks adequate explanation. Thus this study offers an initial strategic response framework for an appropriate co-alignment of partnership resources with environmental context factors to realize operational benefits and overall financial performance. The framework answers the critical question: does a supply chain partnership strategy that matches “fit” or co-aligns with its critical operating environment context realize better performance? Additionally, it unravels the interrelationships among strategic partnership resources.
10
van de Wetering, Rogier, Patrick Mikalef, and Adamantia Pateli. "Strategic Alignment Between IT Flexibility and Dynamic Capabilities." International Journal of IT/Business Alignment and Governance 9, no. 1 (January 2018): 1–20. http://dx.doi.org/10.4018/ijitbag.2018010101.
Full textAbstract:
Dynamic capabilities theory (DCT) emerged as a leading framework in the process of value creation for firms. Its core notion complements the premise of the resource-based view of the firm and is considered an important theoretical and management framework in modern information systems research. However, despite DCT's significant contributions, its strength and core focus are essentially in its use for historical firm performance explanation. Furthermore, valuable contributions have been made by several researchers to extend the DCT to fit the constantly changing IT environments and other imperative drivers for competitive performance. However, no DCT extension has been developed which allows firms to integrally assess their current state of maturity to derive imperative steps for further performance enhancements. In light of empirical advancement, this article aims to develop a strategic alignment model for IT flexibility and dynamic capabilities and empirically validates proposed hypotheses using correlation and regression analyses on a large data sample of 322 international firms. The authors conjecture that the combined synergetic effect of the underlying dimensions of a firm's IT flexibility architecture and dynamic capabilities enables organizations to cope with changing environmental conditions and drive competitive firm performance. Findings of this study suggest that there is a significant positive relationship between firms' degree of strategic alignment—defined as the degree of balance between all dimensions—and competitive firm performance. Strategic alignment can, therefore, be seen as an important condition that significantly influences a firm's competitive advantage in constantly changing environments. The proposed framework helps firms assess and improve their maturity and alignment of IT flexibility and dynamic capabilities. This article concludes with a discussion, suggestions for future research and managerial implications are also discussed.
11
Shanks, Graeme, Nargiza Bekmamedova, and Leslie Willcocks. "Using Business Analytics for Strategic Alignment and Organisational Transformation." International Journal of Business Intelligence Research 4, no. 3 (July 2013): 1–15. http://dx.doi.org/10.4018/ijbir.2013070101.
Full textAbstract:
Organisations use business analytics (BA) systems to create value and provide competitive advantage. They frequently use BA systems to respond quickly to market changes and customer demand, and for market differentiation with better customer service and new types of products and services. The authors argue that BA systems can also enable alignment between business strategy and information technology (IT) strategy and support organisational transformation. The authors use a single case study to explain how a global data warehouse, standardized metrics and sophisticated reporting capabilities supported the strategic transformation of a diversified and multi-layered international mining company into a unified and integrated global organisation. They identify a number of core technology, management, culture, governance and people related capabilities that were crucial to the success of the global transformation initiative. Two important implications of the case study are the importance of BA systems in the alignment of IT and business strategy and the synergistic interaction of BA systems and other organizational resources in achieving benefits.
12
Li, Jing Claire, Abdelhafid Benamraoui, Neeta Shah, and Sudha Mathew. "Dynamic Capability and Strategic Corporate Social Responsibility Adoption: Evidence from China." Sustainability 13, no. 10 (May 11, 2021): 5333. http://dx.doi.org/10.3390/su13105333.
Full textAbstract:
An increasing number of studies have proposed that corporate social responsibility (CSR) performance depends on how firms apply their resources and capabilities to implement CSR. A firm’s ability to integrate, build, and reconfigure internal and external competencies to respond to environmental changes is its dynamic capability. Implementation of CSR at the strategic level, i.e., strategic CSR (SCSR) that requires alignment between activities and organizational configuration and structure will contribute to a firm’s sustainability. However, the research on how dynamic capabilities contribute to such alignment and SCSR adoption is incipient. This study investigates how dynamic capability influences the performance of SCSR in China. By analyzing 134 Chinese listed firms in the period 2017–2019, in this study, we found that firms with dynamic capabilities at a non-average-industrial level, i.e., higher or lower level than the average industrial level, were less likely to adopt SCSR practices, and had a low SCSR adoption performance. These results can help firms better understand dynamic capabilities and how dynamic capabilities contribute to SCSR adoption and firms’ sustainable development and operations. The policy implications of the study are also discussed.
13
Paek, Byungjoo, Joohyun Kim, Joonyoung Park, and Heesang Lee. "Outsourcing Strategies of Established Firms and Sustainable Competitiveness: Medical Device Firms." Sustainability 11, no. 17 (August 22, 2019): 4550. http://dx.doi.org/10.3390/su11174550.
Full textAbstract:
Successful outsourcing strategy is a key enabler of sustainable competitiveness of established firms engaged in technology-intensive business. This study proposes a research framework of a successful outsourcing process composed of resources, dynamic capabilities and created values, from a review of relevant literature and in-depth case study of four leading medical device firms. The research results specify four outsourcing types according to the characteristics of outsourced resources, and their alignment with resources owned by the outsourcer. Each type of outsourcing is positively affected by the outsourcer’s dynamic capabilities, namely sensing, integrating capability, absorptive capability and technology transfer capability. In addition, the significance of the outsourcee’s size according to each outsourcing type is also found. As a result of successful outsourcing experience, the outsourcer can reap the benefits of enhanced dynamic capabilities, i.e., market-oriented innovation, strategic flexibility, agility and increased efficiency, thereby creating a virtuous cycle of sustainable competitiveness in a volatile environment.
14
van de Wetering, Rogier, Sherah Kurnia, and Svyatoslav Kotusev. "The Effect of Enterprise Architecture Deployment Practices on Organizational Benefits: A Dynamic Capability Perspective." Sustainability 12, no. 21 (October 27, 2020): 8902. http://dx.doi.org/10.3390/su12218902.
Full textAbstract:
In recent years, the literature has emphasized theory building in the context of Enterprise Architecture (EA) research. Specifically, scholars tend to focus on EA-based capabilities that organize and deploy organization-specific resources to align strategic objectives with the technology’s particular use. Despite the growth in EA studies, substantial gaps remain in the literature. The most substantial gaps are that the conceptualization of EA-based capabilities still lacks a firm base in theory and that there is limited empirical evidence on how EA-based capabilities drive business transformation and deliver benefits to the firm. Therefore, this study focuses on EA-based capabilities, using the dynamic capabilities view as a theoretical foundation, and develops and tests a new research model that explains how dynamic enterprise architecture capabilities lead to organizational benefits. The research model’s hypotheses are tested using a dataset that contains responses from 299 CIO’s, IT managers, and lead architects. Based on this study’s outcomes, we contend that dynamic enterprise architecture capabilities positively enhance firms’ process innovation and business–IT alignment. These mediating forces are both positively associated with organizational benefits. The firms’ EA resources and specifically EA deployment practices are essential in cultivating dynamic enterprise architecture capabilities. This study advances our understanding of how to efficaciously de-lineate dynamic enterprise architecture capabilities in delivering benefits to the organization.
15
Teece, David J. "Dynamic capabilities as (workable) management systems theory." Journal of Management & Organization 24, no. 3 (January 24, 2018): 359–68. http://dx.doi.org/10.1017/jmo.2017.75.
Full textAbstract:
AbstractIn management studies, systems theory is an underexplored construct consistent with the dynamic capabilities framework. The systems approach received attention from management scholars in the middle of the last century, but, since then, has been largely abandoned. Meanwhile, academic disciplines have continued to narrow their focus. The capabilities and systems frameworks both adopt a holistic view that calls for all elements of an organization to be in alignment, and both recognize the importance of some form of learning for the purpose of adaptation. Dynamic capabilities go further by recognizing that organizations not only adapt to the business environment, they often try to shape it, too. While systems theory emphasizes internal stability over time and homogeneity across similar systems, dynamic capabilities include an explicit role for management/leadership that allows systemic change to start from within, which is the source of heterogeneity across firms. Dynamic capabilities are part of a system that includes resources and strategy. Together they determine the degree of competitive advantage an individual enterprise can gain over its rivals.
16
Syed Ibrahim, Syed Ahmad Israa. "Intra-Regional Alignment Strategy of Small States in Gulf area: Cases of Qatar and United Arab Emirates (UAE)." International Journal of Interdisciplinary and Strategic Studies 2, no. 1 (May 28, 2021): 115–21. http://dx.doi.org/10.47548/ijistra.2021.31.
Full textAbstract:
The Middle East may not possess any great power, but the region has, within itself, several states that hold relatively bigger capabilities and resources compared to the others. Saudi Arabia, Iran, Israel, Egypt, and previously Iraq, are competing to be the main stakeholder in this highly chaotic region. This paper attempts to do a comparative analysis on two gulf countries: Qatar and United Arab Emirates (UAE). The two countries are selected as both are the key economic and strategic players among the small states in the Middle East. The intra-regional alignment behavior of Qatar and UAE as small states in Middle East proves that even in a region where alignments are multi-layered (with intra-regional powers and with international big powers), small states alignment behavior is heavily driven by the intention of minimalizing threats, if not to diminish it completely. Such behavior is expected from states that feel vulnerable within the anarchical environment externally. The external threats and uncertainties, however, are selected and faced according to how the ruling elite perceives it. To preserve domestic political legitimacy, threats and alignment choices become the useful cards for the ruling elites to show their authority, performance, and stature to their domestic audience.
17
Hung, Richard Yu-Yuan, Bella Ya-Hui Lien, and Gary N. McLean. "Knowledge Management Initiatives, Organizational Process Alignment, Social Capital, and Dynamic Capabilities." Advances in Developing Human Resources 11, no. 3 (June 2009): 320–33. http://dx.doi.org/10.1177/1523422309339908.
Full text
18
Bramorski, Tom. "Best Practices In Operations Executive Information Systems Software Development And Implementation." Review of Business Information Systems (RBIS) 9, no. 2 (April 1, 2005): 13–22. http://dx.doi.org/10.19030/rbis.v9i2.4458.
Full textAbstract:
In this paper we identify best industry practices and current trends in the development and management of software products. We discuss the strategic importance of developing appropriate operational capabilities that are prerequisites for achieving marketing success. We illustrate these concepts with examples from software companies to highlight how they achieved the desired balance between market demands and operational resources. Finally, we highlight the benefits these companies had derived from such an alignment.
19
Friesl, Martin, and Raphael Silberzahn. "Managerial Coordination Challenges in the Alignment of Capabilities and New Subsidiary Charters in MNEs." Organization Studies 38, no. 12 (April 6, 2017): 1709–31. http://dx.doi.org/10.1177/0170840617693271.
Full textAbstract:
Subsidiary-level change requires the alignment of subsidiary charters and capabilities. Yet, the mechanisms through which the alignment of charters and capabilities unfolds are not yet well understood. In this paper, we investigate alignment from the perspective of managerial coordination. Drawing on a longitudinal study of a global IT firm, we identify three coordination mechanisms (charter-, experience-, and interaction-based coordination). By tracing the shifts in these coordination mechanisms over time and by specifying the implications of each mechanism for capability level change, we explain how managerial coordination influences alignment via subsidiary level capability change as well as alignment via the potential renegotiation of charters. This also allows us to provide new insights into situations of misalignment by explaining that particular mechanisms of coordination may become a source of decoupling between subsidiary actions and HQ mandates and may also result in capability level inertia. Moreover, while prior research has already acknowledged the role of interaction-based coordination for capability level change we show how and why such a mechanism of coordination emerges.
20
Urgese, Gianvito, Emanuele Parisi, Orazio Scicolone, Santa Di Cataldo, and Elisa Ficarra. "BioSeqZip: a collapser of NGS redundant reads for the optimization of sequence analysis." Bioinformatics 36, no. 9 (January 30, 2020): 2705–11. http://dx.doi.org/10.1093/bioinformatics/btaa051.
Full textAbstract:
Abstract Motivation High-throughput next-generation sequencing can generate huge sequence files, whose analysis requires alignment algorithms that are typically very demanding in terms of memory and computational resources. This is a significant issue, especially for machines with limited hardware capabilities. As the redundancy of the sequences typically increases with coverage, collapsing such files into compact sets of non-redundant reads has the 2-fold advantage of reducing file size and speeding-up the alignment, avoiding to map the same sequence multiple times. Method BioSeqZip generates compact and sorted lists of alignment-ready non-redundant sequences, keeping track of their occurrences in the raw files as well as of their quality score information. By exploiting a memory-constrained external sorting algorithm, it can be executed on either single- or multi-sample datasets even on computers with medium computational capabilities. On request, it can even re-expand the compacted files to their original state. Results Our extensive experiments on RNA-Seq data show that BioSeqZip considerably brings down the computational costs of a standard sequence analysis pipeline, with particular benefits for the alignment procedures that typically have the highest requirements in terms of memory and execution time. In our tests, BioSeqZip was able to compact 2.7 billion of reads into 963 million of unique tags reducing the size of sequence files up to 70% and speeding-up the alignment by 50% at least. Availability and implementation BioSeqZip is available at https://github.com/bioinformatics-polito/BioSeqZip. Supplementary information Supplementary data are available at Bioinformatics online.
21
Santos, Inêz Manuele dos, Caroline Maria de Miranda Mota, and Luciana Hazin Alencar. "The strategic alignment between supply chain process management maturity model and competitive strategy." Business Process Management Journal 27, no. 3 (March 8, 2021): 742–78. http://dx.doi.org/10.1108/bpmj-02-2020-0055.
Full textAbstract:
PurposeThis paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.Design/methodology/approachThe proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.FindingsFindings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.Originality/valueDue to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.
22
Su, Chao, Li Tao Zhang, and Peng Fei Liu. "The Matching and Evolutionary Path Model of IT and Business Alignment Based on Dynamic Capabilities." Applied Mechanics and Materials 519-520 (February 2014): 1463–67. http://dx.doi.org/10.4028/www.scientific.net/amm.519-520.1463.
Full textAbstract:
The good match of IT and business is an important prerequisite to ensure business strategy and the value of enterprise information investments. With the intensive application of IT and the rapidly changing of environment, the match of IT and business should be more concerned about its dynamic characteristics and evolution law. Based on the research analysis of IT and business matching, the strategic alignment model (SAM model) and the business-IT strategic alignment maturity model (LAM model), the paper introduces the dynamic capabilities to build an IT and business matching and evolutionary path model under the action of dynamic capabilities. In the model, nine paths and four steps are proposed to describe the matching and evolution of IT and business. The roles of dynamic capabilities are explained in describing the matching and evolution paths, such as perception, capital-and technology path dependence, learning, dynamic feedback, resource restructuring and reconfiguration, team, coordination and innovation etc. It has a strong reference to the deep research of IT and business alignment, matching and evolutionary path and the enterprise information technology applications.
23
Martins, Jorge Tiago. "Relational capabilities to leverage new knowledge." Learning Organization 23, no. 6 (September 12, 2016): 398–414. http://dx.doi.org/10.1108/tlo-03-2016-0022.
Full textAbstract:
Purpose Focusing on the specific context of two European old industrial regions – South Yorkshire (UK) and North Region of Portugal – this paper aims to identify and conceptualise a set of relational capabilities that business leaders perceive to play a key role in industrial rejuvenation. Design/methodology/approach A qualitative research design operationalised via case studies was followed for the empirical analysis. Data collection was developed through in-depth interviews with managing directors in small and medium-sized enterprises (SMEs) belonging to the metal and engineering industry and the textile and footwear sectors in the two old industrial regions. Data analysis followed the techniques of data categorisation, within case-analysis and cross-case analysis. Findings The study identifies relational capabilities that firms use to identify, access and leverage new knowledge: frequent meetings with customers; frequent meetings with suppliers; dialogue with government to influence policy that encourages research and technology transfer; partnership actions for the commercialisation of products and services; active membership with sector associations; immersion in science and technological parks; intentionally establishing links with entrepreneurship-supporting entities; human resources development by technical training institutions; and systematic links with the University. The relational capabilities identified require structured communication processes and alliance management practices to enable and support absorptive capacity and learning in inter-organisational networks. Practical implications The relational capabilities identified can help position regions in specific markets and value chains, contribute to improving regions’ internal and external connections and assist in combining regions’ strengths to create industrial capability in high-growth-potential areas. Originality/value This paper highlights the role of relational capabilities as a way to secure access to knowledge and competencies needed for firms’ innovation and avoidance of competency traps. This is particularly relevant in the context of European smart specialisation policy, where key regional stakeholders collectively engage in the identification of areas of competitive strength, enhanced coordination and strategic alignment of resources. The study is not without limitations, as findings are based on case studies of SMEs operating in the manufacturing industry and the analysis of relational capabilities is focused on knowledge novelty.
24
Kostka, Genia, and Jianghua Zhou. "Government-business alliances in state capitalist economies: evidence from low-income markets in China." Business and Politics 15, no. 2 (August 2013): 245–74. http://dx.doi.org/10.1515/bap-2012-0043.
Full textAbstract:
Based on three in-depth case studies, the study analyzes how and why Chinese enterprises partner with governments in cooperative ventures which aim to simultaneously achieve poverty alleviation objectives and establish profitable business ventures in rural areas. The analysis draws out specific characteristics of three government-business partnerships in China, which vary in terms of governance structure, resource complementarity and incentives. The findings show that in this state capitalist system, outcomes of government-business partnerships depend on firms having unique resources and capabilities that serve particular policy objectives of the government. By the same token, in order to make partnerships attractive to firms, national and local governments must hold the keys to unique resources needed by enterprises looking to do business in low-income markets. The cases further illustrate that, in order to build and maintain successful government-business partnerships over time, the alignment of incentives plays an important role. In sum, complementary resources and well-aligned interests between firms and governments help to explain why some government-enterprise partnerships are more successful than others.
25
Sund, Kristian Johan, Stuart Barnes, and Jan Mattsson. "The IPOET matrix: measuring resource integration." International Journal of Organizational Analysis 26, no. 5 (November 5, 2018): 953–71. http://dx.doi.org/10.1108/ijoa-05-2018-1427.
Full textAbstract:
PurposeThe recently developed resource orchestration theory studies the processes by which managers handle resources to create competitive advantages. According to this theory, it is the way that resources interact with each other that results in such advantages. Resource integration, i.e. the alignment, or fit between resources, is one important outcome of resource orchestration processes. This paper aims to develop a scale and outline approaches to measuring such resource integration.Design/methodology/approachUsing a typology of five types of resources derived from value theory, the authors develop a scale for measuring the fit between resource types, i.e. the degree of resource integration. The authors illustrate the method using a case example of an IT company and demonstrate how a variety of statistical methods including hierarchical cluster analysis, structural equation modeling, social network analysis and methods from biostatistics can provide measures of resource integration.FindingsThe authors develop a scale and associated measures that can help scholars systematically measure and identify firms with a high or low level of resource integration capability. This makes it possible to investigate further these companies and reconstruct how they support dynamic capabilities, as well as commonalities across firms with high and low levels of this capability.Originality/valueExisting studies on resource orchestration have failed to provide us with a reliable measurement instrument that can be used both in cross-sectional work, and in repeated or time-series studies, allowing us to assess the degree to which a wider range of resources in an organization are integrated. The authors develop and demonstrate such an instrument.
26
Miranda, B. V., and F. R. Chaddad. "Explaining organizational diversity in emerging industries: the role of capabilities." Journal on Chain and Network Science 14, no. 3 (January 1, 2014): 171–88. http://dx.doi.org/10.3920/jcns2014.x012.
Full textAbstract:
Is any firm able to internalize any transaction at any time? What explains changes in the vertical coordination strategy adopted by firms through time in a context of institutional and technological stability? This paper uses the example of an emerging wine region, the state of Missouri, to discuss the sources of organizational diversity. We analyse ten case studies of Missouri wineries to investigate the reasons why different organizational strategies are chosen by each firm. This outcome is observed although their managers have similar perceptions when it comes to optimal organizational choices. The fundamental idea developed in this paper is that organizational alignment is based not only on the characteristics of transactions and governance structures, but also on the features of the capabilities and resources owned by economic agents. Two main objectives are accomplished in this work: (1) a set of theoretical propositions is offered, providing a conceptual framework that can be used in other contexts; (2) the conclusions drawn here are compared with other contributions dealing with potentially related phenomena, such as the so-called plural forms.
27
Feizabadi, Javad, David M. Gligor, and Somayeh Alibakhshi. "Examining the synergistic effect of supply chain agility, adaptability and alignment: a complementarity perspective." Supply Chain Management: An International Journal 26, no. 4 (March 1, 2021): 514–31. http://dx.doi.org/10.1108/scm-08-2020-0424.
Full textAbstract:
Purpose Drawing on complementarity theory, this paper aims to examine the type and effect of interdependencies/interaction (i.e. complementarity or substitutability) between the supply chain capabilities of agility, adaptability and alignment. Design/methodology/approach A survey research design is adopted to collect primary and secondary data from 182 international firms. The complementarity (or substitutability) of three As (agile, adaptable and aligned) were analyzed in three-way and pairwise interactions; both, correlation and performance differences methods of testing the type of interactions among the system’s elements were used. Supply chain-centric and firm-centric performance metrics were used to examine the interaction types. Findings The study did not find empirical evidence of three-way complementarity between the three As. However, this paper did find evidence of complementarity in bivariate interactions for alignment and adaptability. Moreover, in the performance difference method, the study found a substitute relationship between all pairs of As. Practical implications The findings related to the substitutability between the three As offer managers guidance on how to allocate their limited resources to avoid unnecessary over-or under-investing in either one of the three As. Originality/value This study helps refine prior findings related to the three As by offering evidence that firms can still achieve their performance-related goals with reduced investment commitments by taking advantage of the substitutability relationship existent between these capabilities. That is, instead of concomitantly developing all three As as past studies have suggested, managers can use the findings to determine how to prioritize their resource allocation better. Furthermore, understanding the actual interaction among the supply chain variables generally provide insights for designing the supply chain, change management in the supply chain, developing supply chain strategy and adopting best practices in the supply chain.
28
Curado, Carla, Paulo Henriques, Isabel Proença, and Diogo Maia. "Crystal market: a way to study knowledge-based dynamic capabilities." Sport, Business and Management: An International Journal 11, no. 4 (May 19, 2021): 472–90. http://dx.doi.org/10.1108/sbm-06-2020-0060.
Full textAbstract:
PurposeIn this work, the authors address a gap in the literature on the contribution of dynamic capabilities and internal contingencies to performance in a highly competitive environment.Design/methodology/approachThe authors use data from the Premier Football (soccer) League in Portugal over ten years. This league works as a laboratorial setting and enables the authors to identify the influences of the variables in the study.FindingsThe authors find evidence that human capital is decisive to a team's performance. This study’s findings question the role of the alignment between the different levels of the organization: strategic, tactical and operational.Research limitations/implicationsWith this work, the authors stress the importance (1) of using alternative scenarios in management research and (2) of the way that human and social capitals and managerial cognition and internal contingencies influence the development of knowledge-based dynamic capabilities, especially in highly regulated industries such has sports clubs.Practical implicationsThis work provides evidence on the importance of strategic coherence at different structural levels of the organization. Furthermore, it highlights the need to secure the right resources at the right time.Originality/valueThe authors propose a setting to run the study: a crystal market and an original measure of performance that reflect the relative achievement of market potential.
29
Salehi, Fatemeh, Judith Zolkiewski, Helen Perks, and Mohammad Ali Bahreini. "Exploration of capability and role development in an emerging technology network." Journal of Business & Industrial Marketing 33, no. 7 (August 6, 2018): 931–44. http://dx.doi.org/10.1108/jbim-09-2017-0211.
Full textAbstract:
Purpose The purpose of this study is to investigate the capabilities and roles of three types of actors, specifically technology-based start-ups, incumbent firms and intermediaries, in co-constructing a network for development and commercialization of an emerging technology. In particular, the research aims to understand how the roles played by network actors evolve during the development and commercialization process and what operational and dynamic capabilities are developed by actors through collaboration. Design/methodology/approach A single longitudinal case study methodology was applied to analyse roles and operational and dynamic capabilities developed in a network setting by multiple parties over time. Findings The findings indicate that actors need to take on new roles to be successful when dealing with an emerging technology in a network context and they need to develop certain dynamic capabilities to enact these roles. The study categorizes roles and capabilities of network actors through various stages of collaboration. Actors developed sensing capabilities in the pre-collaboration stage which drove joint new product development. During the collaboration, seizing capabilities were developed where resource commitment and alignment of resources among actors were essential. Capabilities gained through commercialization and large-scale production were predominantly transforming capabilities where actors realigned their structure and had positive impact on capability development in the wider network. Research limitations/implications Using data of a single case data may limit the applicability of the findings, which calls for future research. Practical implications The findings inform managers’’ and policymakers’ strategies related to participation in networks for development and commercialization of emerging technologies. The research provides insights about the role of large and small firms as well as intermediary organizations in development of nanotechnology and highlights that all network actors need to develop and utilize dynamic capabilities in all areas of sensing, seizing and transforming over time to be able to innovate and successfully commercialize a new product. Originality/value The research investigates evolution of operational and dynamic capabilities and roles of multiple actors over time in collaborative networks for development and commercialization of an emerging technology. Building on the dynamic capabilities concept, the study broadens our understanding of the evolution of these capabilities in a network setting and elaborates how capability development is linked to changes in roles.
30
Ghobakhloo, Morteza, Sai Hong Tang, Mohammad Sadegh Sabouri, and Norzima Zulkifli. "The Impact of Information System-Enabled Supply Chain Process Integration on Business Performance: A Resource-Based Analysis." International Journal of Information Technology & Decision Making 13, no. 05 (September 2014): 1075–113. http://dx.doi.org/10.1142/s0219622014500163.
Full textAbstract:
This paper seeks to develop and test a model to examine the relationships between, technical aspects of IS resources (IS alignment, IS resources technical quality, IS advancement), supply chain process integration, and firm performance. A questionnaire-based survey was conducted to collect data from 227 supply chain, logistics, or procurement/purchasing managers of leading manufacturing and retail organizations. Drawing on resources-based view of the firm, and through extending the concept of process integration in supply network, as well as broadening the scope of role of IS resources in relation to process integration and performance gain from the focal firm to the entire supply chain, we found that supply chain process integration is an important multidimensional intermediate organizational capability through which the value of IS resources for supply chain management can be materialized. This capability serves as a catalyst in transforming the value of technical aspects of IS resources into higher performance gain for a firm. Thus, the importance of formation of all dimensions of this capability across supply network should be realized. Moreover, the result suggests that the technical aspects of IS resources need to be jointly developed by supply partners to effectively form supply chain capabilities.
31
Altman Ferreira, Paulo Sergio. "Co-creating value with suppliers: a conceptual framework." International Journal of Pharmaceutical and Healthcare Marketing 13, no. 2 (June 3, 2019): 213–27. http://dx.doi.org/10.1108/ijphm-09-2017-0055.
Full textAbstract:
PurposeThis study aims to put forward a conceptual framework to promote strategies for exploring and exploiting value co-creation with suppliers through dynamic capabilities development.Design/methodology/approachThe conceptual framework was developed by applying deductive logic to blend the theoretical perspectives of value co-creation and dynamic capabilities concerning interaction and innovation.FindingsThe suggested framework emphasized that to co-create value with suppliers, health-care organizations need to integrate innovation abilities with interactional abilities for assimilating mutual processes and resources. The study also points out the crucial role of middle managers to articulate the diverse value perspectives and act as change catalysts.Practical implicationsThis paper provides a roadmap for health-care managers to develop internal bundles of resources and integrate inter-organizational processes in the direction of co-creating value. The approach suggests the use of project pipelines and performance measures as managerial tools for aligning value co-creating initiatives with suppliers.Originality/valueThe study is a pioneering attempt to develop a conceptual framework for co-creating value with suppliers and, consequently, to provide innovative services to patients. The study aligns with previous value co-creation and dynamic capabilities works in terms of interaction and innovation development. However, based on the interrelation of these two dimensions, the study puts forth four interrelated processes (experimenting new possibilities of value creation; articulating value alignment initiatives; implementing mutual benefits; and executing and managing performance improvement) attached by mutual change mechanisms.
32
Hayter, Christopher S., and Daniel R. Cahoy. "Toward a strategic view of higher education social responsibilities: A dynamic capabilities approach." Strategic Organization 16, no. 1 (December 9, 2016): 12–34. http://dx.doi.org/10.1177/1476127016680564.
Full textAbstract:
The social responsibilities of higher education serve as the foundation for its existence. Within an increasingly global context, society expects colleges and universities to undertake new and increasingly complex social responsibilities that expand traditional higher education missions while emphasizing new obligations such as economic development and sustainability. Higher education institutions have responded by adding new programs and services—such as new degree programs, equity and inclusion offices, and training for older workers—and aggressively pursuing new sources of revenue in support of their missions. Despite these considerable efforts, there is a growing sense that higher education is not adequately fulfilling its social responsibilities. We contend that these trends do not stem from intransigence, but are instead symptomatic of the need for strategic management frameworks tailored to the unique social responsibilities and impacts of higher education. To this end, we introduce a strategic social responsibility framework based on the emergent concept of dynamic capabilities. Strategic social responsibility emphasizes the establishment and continuing renewal of an orchestration infrastructure that enables colleges and universities to maximize their social impact through the alignment of strategy and resources. Implications for future scholarship and policy are discussed.
33
Mishra, Deepa, Zongwei Luo, Benjamin Hazen, Elkafi Hassini, and Cyril Foropon. "Organizational capabilities that enable big data and predictive analytics diffusion and organizational performance." Management Decision 57, no. 8 (September 12, 2019): 1734–55. http://dx.doi.org/10.1108/md-03-2018-0324.
Full textAbstract:
Purpose Big data and predictive analytics (BDPA) has received great attention in terms of its role in making business decisions. However, current knowledge on BDPA regarding how it might link organizational capabilities and organizational performance (OP) remains unclear. Drawing from the resource-based view, the purpose of this paper is to propose a model to examine how information technology (IT) deployment (i.e. strategic IT flexibility, business–BDPA partnership and business–BDPA alignment) and HR capabilities affect OP through BDPA. Design/methodology/approach To test the proposed hypotheses, structural equation modeling is applied on survey data collected from 159 Indian firms. Findings The results show that BDPA diffusion mediates the influence of IT deployment and HR capabilities on OP. In addition, there is a direct effect of IT deployment and HR capabilities on BDPA diffusion, which also has a direct relationship with OP. Originality/value Through this study, authors demonstrate that IT deployment and HR capabilities have an indirect impact on OP through BDPA diffusion.
34
Linden, Ane Isabel, Claudia Bitencourt, and Hugo Fridolino Muller Neto. "Contribution of knowing in practice to dynamic capabilities." Learning Organization 26, no. 1 (January 14, 2019): 60–77. http://dx.doi.org/10.1108/tlo-04-2018-0058.
Full textAbstract:
Purpose This paper aims to discuss the contribution of knowing in practice (KP) to the development of dynamic capabilities (DC) in the context of health-care organizations. Design/methodology/approach The authors develop a case study in a Brazilian hospital in three stages using the data collection techniques of interviews, focus groups, shadowing and conjoint analysis. The participants were health-care employees, supervisors, project managers and members of the board of directors. Findings This paper identifies the contribution of KP to develop DC based on strategic practices and their respective microprocesses as key elements to DC microfoundations. In the end, the paper points out a mutual contribution between the theoretical approaches. Research limitations/implications This proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers. Practical implications This study suggests an alignment between strategic and operational views, stimulating learning across organizational levels. Originality/value KP helps to give DC a tangible form by including a human dimension into microfoundations, giving voice to practitioners in the strategic decisions. The integration of KP and DC approaches allows organizations to perceive DC in daily practices making DC present in every organizational level, stimulating a continuous organizational learning process.
35
Zaman, Shehla, Aneel Salman, and Omer Farooq Malik. "Linking Strategic Orientations, Dynamic Capabilities, and Firm Performance: Evidence from the Pakistani Pharmaceutical Industry." Global Social Sciences Review IV, no. III (September 30, 2019): 155–62. http://dx.doi.org/10.31703/gssr.2019(iv-iii).20.
Full textAbstract:
The paper aims to extend the resource-based view to dynamic capability view under dynamic environment, by investigating the effects of three strategic orientations (i.e., customer, competitor, and technology) on firm performance mediated through dynamic capabilities. A sample of 180 pharmaceutical firms of Pakistan was drawn using simple random sampling. Data was collected through a self-administrated questionnaire and analyzed using the variance-based structural equation modeling. The findings demonstrated that customer, competitor, and technology orientations have both a direct and indirect relationship with firm performance. The study offers Pakistani pharmaceutical firms a better comprehension of their strategic orientations and demonstrates how the alignment of strategic orientations with dynamic capabilities may result in better firm performance.
36
Chan, Yolande E., James S. Denford, and Joyce Y. Jin. "Competing Through Knowledge and Information Systems Strategies: A Study of Small and Medium-Sized Firms." Journal of Information & Knowledge Management 15, no. 03 (July 26, 2016): 1650027. http://dx.doi.org/10.1142/s0219649216500271.
Full textAbstract:
In this study, we investigated strategies that small and medium-sized enterprises (SMEs) in Canada employ to create, transfer, and apply knowledge, and we evaluated the importance of supporting dynamic knowledge capabilities and information systems. To examine the empirical support for a model based on the resource-based view of the firm, we conducted a survey of SMEs operating in knowledge-intensive industries. We tested relationships among knowledge strategy, information systems strategy, dynamic knowledge capabilities, and firm performance. SME performance was measured by their physical and financial capital, as well as four intangible types of capital: structural, human, innovation, and relational. We observed that dynamic knowledge capabilities only partially mediate the link between knowledge strategy and performance in SMEs. However, dynamic knowledge capabilities fully mediate the link between information systems (IS) strategy and performance in the small and medium-sized firms studied. We observed that information systems only indirectly influence firm performance, but they directly support the knowledge and innovation capital of SMEs. Further, our results indicated that, in SMEs, knowledge strategies directly influence IS strategies, and that alignment between knowledge strategies and IS strategies positively impacts dynamic knowledge capabilities, and hence firm performance.
37
Shilets, Elena. "Human Resources as a Determinant of Ensuring the Competitiveness of the National Economy in the World Market." Vestnik Volgogradskogo gosudarstvennogo universiteta. Ekonomika, no. 3 (December 2020): 98–108. http://dx.doi.org/10.15688/ek.jvolsu.2020.3.9.
Full textAbstract:
In modern conditions of world economic relations, the key factor ensuring the competitiveness of the national economy in the world arena is labor resources. The potential and sustainable growth of enterprises directly depend on the development of the human capital, the level of its education, qualifications and mobility. The article examines the levels and spheres of human resources manifestation, and the directions that form the necessary degree of development of the companys competitive advantages. It has been determined that international competitiveness directly depends on the effectiveness of the business strategy, first of all, at the level of the enterprise itself, the management of which must form the staff based on its strategic goals so that the alignment of human talent and the market takes place in time. A conceptual scheme for ensuring the international competitiveness of the national economy based on the development of human resources has been developed, which includes a group of factors that must be taken into account in strategic and tactical planning. At the same time, effective planning of the personnel potential should be based on the key capabilities of the organization in accordance with the business strategy, motivation and development of personnel, its possible operational relocation, as well as ensuring the sustainability of the organization in terms of personnel.
38
Gellweiler, Christof. "Connecting Enterprise Architecture and Project Portfolio Management." International Journal of Information Technology Project Management 11, no. 1 (January 2020): 99–114. http://dx.doi.org/10.4018/ijitpm.2020010106.
Full textAbstract:
Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology (IT) projects. Both management disciplines enhance business capabilities, integrate skilled resources, and govern affiliated processes and functions. A skillful comprehension of the links between these managerial areas is essential for effective IT planning. This article elaborates on the common grounds and structural attachment of EA and PPM, showing the substantiated relations between them and demonstrating their cohesiveness. From strategic planning to solution delivery, a conceptual model for IT project alignment integrates these IT management disciplines over two levels. EA ascertains the technical goals and constraints, whereas PPM determines the organizational goals and constraints. The results from both sides are combined to jointly propose, select, prioritize, and schedule IT projects. Roadmapping is a suitable approach to bring EA and PPM together.
39
Jajja, Muhammad Shakeel Sadiq, Vijay R. Kannan, Shaukat Ali Brah, and Syed Zahoor Hassan. "Linkages between firm innovation strategy, suppliers, product innovation, and business performance." International Journal of Operations & Production Management 37, no. 8 (August 7, 2017): 1054–75. http://dx.doi.org/10.1108/ijopm-09-2014-0424.
Full textAbstract:
Purpose The purpose of this paper is to use resource dependence theory to hypothesize that a buyer’s innovation strategy enhances supplier innovation focus and a buyer-supplier relationship that supports product innovation. These in turn positively impact buyer product innovation outcomes and business performance. Moreover, it is argued that the buyer-supplier relationship positively moderates the impact of supplier innovation focus on product innovation. Design/methodology/approach Structural equation modeling and hierarchical linear regression are used to test hypotheses. Findings The results support all hypotheses and suggest that company (buyer) age and variables related to buyer engagement with international markets directly influence performance. The results also indicate that the buyer-supplier relationship does not moderate the relationship between innovation strategy and innovation performance. Research limitations/implications This study demonstrates that how a firm builds the conditions to effectively leverage the complementary resources and capabilities of suppliers directly influence innovation outcomes and business performance. Practical implications An important factor in firms achieving their product innovation goals is the selection and management of suppliers that are strategically aligned with regard to innovation. While managers need to develop internal innovation capabilities, partnering with like-minded organizations, and creating conditions for effective cooperation are key drivers of innovation outcomes. Originality/value In contrast to prior research that has examined operational issues, this study shows how the strategic alignment of buyers and suppliers with regard to innovation is an antecedent of product innovation outcomes. Moreover, it adds to a limited literature on supply chain management practices in emerging markets.
40
Feizabadi, Javad, Michael Maloni, and David Gligor. "Benchmarking the triple-A supply chain: orchestrating agility, adaptability, and alignment." Benchmarking: An International Journal 26, no. 1 (February 4, 2019): 271–95. http://dx.doi.org/10.1108/bij-03-2018-0059.
Full textAbstract:
PurposeLimited research examines the triple-A supply chain of agility, adaptability and alignment. The purpose of this paper is to draw on extant literature under the lens of resource orchestration theory to develop a comprehensive framework of antecedents and consequences of triple-A supply chains, allowing both scholars and practitioners to benchmark and prioritize triple-A capabilities.Design/methodology/approachA systematic literature review focusing on four supply chain journals is conducted to integrate the distinct bodies of knowledge on supply chain agility, adaptability and alignment.FindingsThe integration of this literature identifies common and distinct antecedents and consequences of each, developing a comprehensive model of triple-A supply chains as well as proposing opportunities for further study.Originality/valueLimited studies to date have an integrated agility, adaptability and alignment, thus lacking a comprehensive framework of triple-A supply chains. Managers can use the findings to determine actions needed to deploy triple-A capabilities and better understand the resulting potential benefits.
41
Bandara, Wasana, Charon Abbott, Paul Mathiesen, Lara Meyers, and Mindy Nagra. "Developing Enterprise-wide Business Process Management Capability: A Teaching Case from the Financial Sector." Journal of Information Technology Teaching Cases 8, no. 2 (November 2018): 192–208. http://dx.doi.org/10.1057/s41266-018-0034-x.
Full textAbstract:
Continuously managing business processes is globally a high organisational priority. The necessity for organisation-wide process management approaches (as opposed to ad hoc initiatives) is widely recognised. Yet, the required skills and capabilities for such enterprise-wide BPM is a well-known gap, with little resources to date to address this. This teaching case is based on the Bank of Queensland (BOQ—one of the oldest financial institutions in Australia). The narrative provides an overview of a range of Enterprise level business process management (hereafter referred to as ‘E-BPM’) activities that have taken place to date at BOQ to build its E-BPM capability. The teaching case presents how the development of E-BPM capability is a continuous journey which requires applied management and strong governance, and articulates some of the issues encountered when embedding BPM within an organisational structure. Based on the case, a series of student activities pertaining to E-BPM practices covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc., is provided (with model answers). This case is complemented by a rich set of teaching notes, making it a valuable resource that can be easily and directly applied for E-BPM training.
42
Lyman, R. Kendall, and Tony C. Daloisio. "Looking to manage change successfully? It is dependent on alignment at every level." Development and Learning in Organizations: An International Journal 32, no. 1 (January 2, 2018): 4–7. http://dx.doi.org/10.1108/dlo-09-2017-0072.
Full textAbstract:
Purpose To become a great agent of change, you need to diagnose impediments and create remedies. However, to implement change successfully, you must take an inside-out and outside-in approach and focus on and align individual behavior, the functions of teams, and the organization as a whole. Design/methodology/approach The paper draws from 10 years of research and work with individuals, teams, and organizations. Findings Accelerating change in an organization requires leaders to define and align those activities that set the organization apart and give it a competitive advantage at the individual, team, and organizational levels. Originality/value As change leaders or L&D/OD professionals, this paper helps you recognize the need to develop your capabilities in five key roles: focus, align, engage, lead, and sustain.
43
Chreim, Samia. "Managerial Frames and Institutional Discourses of Change: Employee Appropriation and Resistance." Organization Studies 27, no. 9 (June 28, 2006): 1261–87. http://dx.doi.org/10.1177/0170840606064106.
Full textAbstract:
This paper proposes that the notions of frame and frame appropriation are useful tools for the study of control in organizations, as well as for the analysis of the connection between micro-level discursive activities and wider discourses that enable and constrain such activities. To date, most studies of framing and of wider discourses have proceeded independently of each other. An empirical study of bank employees' accounts of their responses to two different changes introduced by management indicates that employees frame their responses in part according to their individual capabilities and experiences; that employee frames show an alignment with managerial frames and institutional discourses that are unified and reified; and that employee frames exhibit both alignment and misalignment with managerial frames that are open to contestation. The study also indicates that institutional discourses can both constrain and enable employee resistance to managerial frames.
44
Hawley, Ruth, and Cate Allen. "Student-generated video creation for assessment: can it transform assessment within Higher Education?" International Journal for Transformative Research 5, no. 1 (December 1, 2018): 1–11. http://dx.doi.org/10.2478/ijtr-2018-0001.
Full textAbstract:
Abstract Student-generated video creation assessments are an innovative and emerging form of assessment in higher education. Academic staff may be understandably reluctant to transform assessment practices without robust evidence of the benefits and rationale for doing so and some guidance regarding how to do so successfully. A systematic approach to searching the literature was conducted to identify relevant resources, which generated key documents, authors and internet sources which were thematically analysed. This comprehensive critical synthesis of literature is presented here under the headings of findings from literature, relevance of digital capabilities, understanding the influence of local context and resources, and pedagogical considerations. Student-generated video creation for assessment is shown to have several benefits, notably in supporting development of digital and communication skills relevant to today’s world and in enhancing learning. As an emerging innovation within assessment, intentionally planning and supporting a change management process with both students and staff is required. The importance of alignment to learning outcomes, context and resources, choice of video format to desired skills development, and to relevance beyond graduation is emphasised for video creation in assessment to be used successfully. Video creation for assessment is likely to grow in popularity and it is hoped the evidence of benefits, rationale and guidance as to how to do this effectively presented here will support this transformation. Further research to consider video creation for assessment with individuals rather than collaborative group assessments, and to establish academic rigour and equivalence would be beneficial.
45
Goussevskaia, Anna, Carlos Arruda, and Samir Lótfi. "Capability transformation through acquisitions." Management Research: Journal of the Iberoamerican Academy of Management 15, no. 2 (June 19, 2017): 148–66. http://dx.doi.org/10.1108/mrjiam-02-2016-0647.
Full textAbstract:
Purpose Firms across many industries use acquisitions as a vehicle for renewing their capabilities. Many such acquisitions fail to achieve their goals, mainly because of the trade-offs involved in managing the post-acquisition integration process. The acquisition integration process not only is an important phenomenon by itself but also offers a unique opportunity to gain insight into how firms transform their capabilities more generally. Recent strategic management literature has begun to recognize the importance of incorporating individual-level cognitive, motivational and behavioral mechanisms into firm-level explanations, although empirical studies within this vein have been scarce. Design/methodology/approach This longitudinal inductive study traces the process of capability transformation in an acquisition of a medium-size entrepreneurial firm by a larger corporation. Findings The authors found that capability transformation involved a continuous interplay of knowledge leveraging and interest alignment mechanisms, converging around a set of practices that were considered critical for the capability. Only after firms achieved an agreement about this set of practices that knowledge leveraging efforts translated into actual performance. Originality/value The study contributes to the literature on competitive advantage by developing a better link between the potential advantage derived from the availability of knowledge-based resources and the translation of this availability into actual firm performance. This study also advances knowledge on managing post-acquisition integration process by demonstrating which managerial skills and actions contribute to the integration capability.
46
Walt, Stephen M. "Testing theories of alliance formation: the case of Southwest Asia." International Organization 42, no. 2 (1988): 275–316. http://dx.doi.org/10.1017/s0020818300032823.
Full textAbstract:
The question “what causes alignment?” remains a basic issue in international relations theory. Moreover, competing hypotheses about alliance formation underlie many recurring policy debates. Balance-of-power theory predicts states will ally to oppose the strongest state; the “bandwagoning hypothesis” predicts that alignment with the stronger side is more likely. These two hypotheses are usually framed solely in terms of the distribution of capabilities (that is, the balance of power), which neglects several other important factors and leads to faulty predictions about alliance choices. A careful examination of the alliance policies of Iran, Turkey, India, and Pakistan reveals that “balance-of-threat theory” provides a better explanation of alliance choices than these other conceptions. This theory predicts that states balance against the most threatening state, rather than the most powerful. Threats are a function of power, geographic proximity, offensive capability, and perceived intentions. Thus, balance-of-threat theory is an important refinement of structural balance- of-power theory.
47
Basile, Alessandro, and Rosario Faraci. "Aligning management model and business model in the management innovation perspective." Journal of Organizational Change Management 28, no. 1 (February 9, 2015): 43–58. http://dx.doi.org/10.1108/jocm-10-2013-0199.
Full textAbstract:
Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.
48
B.M. Keers, Bianca, Paul C. van Fenema, and Henk Zijm. "Understanding organizational change for alliancing." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 823–38. http://dx.doi.org/10.1108/jocm-09-2016-0170.
Full textAbstract:
Purpose The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation. Design/methodology/approach A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance. Findings Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture. Research limitations/implications The research is limited to one public organization establishing a vertical service alliance with one of its suppliers. Originality/value The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.
49
Polidoro, Francisco, and Wei Yang. "Corporate Investment Relationships and the Search for Innovations: An Examination of Startups’ Search Shift Toward Incumbents." Organization Science 32, no. 4 (July 2021): 909–39. http://dx.doi.org/10.1287/orsc.2020.1421.
Full textAbstract:
Existing literature shows that corporate investment relationships play an important role in the development of startups. Although startups are relevant sources of innovations, especially those that radically depart from existing technologies, they often have limited access to resources. Corporate investment relationships are relevant to startups because they help them access resources of their corporate partners, especially those that are necessary for innovations to eventually achieve commercial success. This study examines the possibility that these relationships might also affect how startups search for innovations, producing greater alignment with the technologies of incumbents. Investigating this possibility is important because it can partly offset startups’ distinctiveness in technological domains of search and accordingly undercut learning opportunities available to incumbents. We argue that, following the formation of a corporate investment relationship, considerations related to capabilities and incentives result in a startup shifting the search for innovations toward technological domains of its corporate partner. We also argue that the radicalness of a startup’s innovations and the corporate partner’s commercial success exacerbate this search shift. We test these propositions in the context of biotech startups. Our difference-in-differences analysis shows that startups forming corporate investment relationships increase search in the domains of their corporate partners relative to analogous change observed among matching counterfactual startups without such relationships. We discuss implications for understanding of the influences of interorganizational relationships on startups’ technological trajectories and on incumbents’ learning and adaptation.
50
Elbashir, Mohamed Z., Philip A. Collier, Steve G. Sutton, Michael J. Davern, and Stewart A. Leech. "Enhancing the Business Value of Business Intelligence: The Role of Shared Knowledge and Assimilation." Journal of Information Systems 27, no. 2 (July 1, 2013): 87–105. http://dx.doi.org/10.2308/isys-50563.
Full textAbstract:
ABSTRACT Business intelligence (BI) systems have attracted significant interest from senior executives and consultants for their ability to exploit organizational data and provide operational and strategic benefits through improved management control systems. A large body of literature indicates that organizations have largely failed to use their business intelligence investments effectively to exploit the wealth of data they capture in their ERP systems. As a result, BI has too often failed to support organizations' managerial decision making at both the strategic and operational levels and, thus, failed to enhance business value. Whether and how organizations achieve business benefits from their BI investments remains unclear. This study draws on the strategic alignment and IT assimilation literature to develop a research model that theorizes the importance of BI systems assimilation, and the need for shared knowledge among the strategic and operational levels as the drivers of BI business value. Results from the study confirm the crucial role of BI assimilation in translating organizational resources into capabilities that enhance the business value of BI. The findings also contribute evidence on the importance of shared domain knowledge and the interrelations between senior business, IT executives, and operational-level managers for enhancing BI assimilation.