Journal articles: 'Resource and capabilities'

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Lyu, Gaoyan, Lihua Chen, and Baofeng Huo. "Logistics resources, capabilities and operational performance." Industrial Management & Data Systems 119, no. 2 (March 11, 2019): 230–50. http://dx.doi.org/10.1108/imds-01-2018-0024.

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Purpose The purpose of this paper is to investigate how different logistics resources and resource patterns, such as logistics infrastructure, logistics location, logistics knowledge and logistics information, affect logistics capabilities and operational performance. Design/methodology/approach Based on data collected from 273 companies in China, this study examines impacts of individual logistics resource dimensions on resource integration capability, customer service capability and operational performance through contingency approach. Furthermore, three logistics resource patterns are identified and linked with resource integration capability and operational performance through configuration approach. Findings Contingency results show that different logistics resources have different impacts on resource integration capability and operational performance. Configuration results reveal that companies’ capabilities and operational performance vary for different logistics resource patterns: the high-uniform pattern has a better resource integration capability and operational performance than other patterns, while all logistics resource patterns have similar customer service capability levels. Research limitations/implications Future studies should examine other resource capabilities and performance indicators of companies and extend this study to other countries and regions. Originality/value This study contributes to the logistics resource literature through empirically investigating relationships among logistics resources, resource integration capability and operational performance using contingency approach, and through identifying different logistics resource patterns based on configuration approach. The findings extend the logistics resource literature, particularly on research of logistics parks in China.

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Dangol, Ramesh. ""Resource reconfiguration capabilities, resource complementarity and firm performance"." Academy of Management Proceedings 2013, no. 1 (January 2013): 14456. http://dx.doi.org/10.5465/ambpp.2013.14456abstract.

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Wang, Zhiqiang, Baofeng Huo, Yinan Qi, and Xiande Zhao. "A resource-based view on enablers of supplier integration: evidence from China." Industrial Management & Data Systems 116, no. 3 (April 11, 2016): 416–44. http://dx.doi.org/10.1108/imds-04-2015-0146.

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Purpose – The purpose of this paper is to investigate the effects of human resource (HR) and manufacturing plant information technology (MP-IT) resource on companies’ internal integration capabilities and how these resources/capabilities influence supplier integration. Design/methodology/approach – Using data collected from 604 Chinese manufacturers, the authors empirically test the effects of different types of resources/capabilities on supplier integration. Findings – The results show that HR has both direct and indirect effects on supplier integration through their effects on internal integration capabilities. MP-IT resource only has significant indirect effects on supplier integration through internal integration capabilities. The results also indicate that HR is more important than MP-IT resource in improving internal integration capabilities and supplier integration. Originality/value – This study empirically investigates enablers of supplier integration in China, contributing to supply chain integration literature and practices.

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Gomes, Luis, Filipe Sousa, and Zita Vale. "An Intelligent Smart Plug with Shared Knowledge Capabilities." Sensors 18, no. 11 (November 15, 2018): 3961. http://dx.doi.org/10.3390/s18113961.

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The massive dissemination of smart devices in current markets provides innovative technologies that can be used in energy management systems. Particularly, smart plugs enable efficient remote monitoring and control capabilities of electrical resources at a low cost. However, smart plugs, besides their enabling capabilities, are not able to acquire and communicate information regarding the resource’s context. This paper proposes the EnAPlug, a new environmental awareness smart plug with knowledge capabilities concerning the context of where and how users utilize a controllable resource. This paper will focus on the abilities to learn and to share knowledge between different EnAPlugs. The EnAPlug is tested in two different case studies where user habits and consumption profiles are learned. A case study for distributed resource optimization is also shown, where a central heater is optimized according to the shared knowledge of five EnAPlugs.

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Huesch, Marco D. "Are there always synergies between productive resources and resource deployment capabilities?" Strategic Management Journal 34, no. 11 (February 28, 2013): 1288–313. http://dx.doi.org/10.1002/smj.2068.

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DAN, ASIT, KAVITHA RANGANATHAN, CATALIN L. DUMITRESCU, and MATEI RIPEANU. "A LAYERED FRAMEWORK FOR CONNECTING CLIENT OBJECTIVES AND RESOURCE CAPABILITIES." International Journal of Cooperative Information Systems 15, no. 03 (September 2006): 391–413. http://dx.doi.org/10.1142/s0218843006001402.

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In large-scale, distributed systems such as Grids, an agreement between a client and a service provider specifies service level objectives both as expressions of client requirements and as provider assurances. From an application perspective, these objectives should be expressed in a high-level, service or application-specific manner rather than requiring clients to detail the necessary resources. Resource providers on the other hand, expect low-level, resource-specific performance criteria that are uniform across applications and can be easily interpreted and provisioned. This paper presents a framework for service management that addresses this gap between high-level specification of client performance objectives and existing resource management infrastructures. The paper identifies three levels of abstraction for resource requirements a service provider needs to manage, namely: detailed specification of raw resources, virtualization of heterogeneous resources as abstract resources, and performance objectives at an application level. The paper also identifies three key functions for managing service-level agreements, namely: translation of resource requirements across abstraction layers, arbitration in allocating resources to client requests, and aggregation and allocation of resources from multiple lower-level resource managers. One or more of these key functions may be present at each abstraction layer of a service-level manager. Thus, layering and the composition of these functions across abstraction layers enables modeling of a wide array of management scenarios. The framework we present uses service metadata and/or service performance models to map client requirements to resource capabilities, uses business value associated with objectives to arbitrate between competing requests, and allocates resources based on previously negotiated agreements. We instantiate this framework for three different scenarios and explain how the architectural principles we introduce are used in the real-word.

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Sualeh Khattak, Muhammad, and Syed Zulfiqar Ali Shah. "Top Management Capabilities and Firm Efficiency: Relationship via Resources Acquisition." Business & Economic Review 12, no. 1 (March 10, 2020): 87–118. http://dx.doi.org/10.22547/ber/12.1.5.

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Considering the deficiency of resources in SMEs, a number of studies have been shown interest in the determinants of external resources acquisition but the results are fragmented. Particularly, the role of Top Management Capabilities (TMC) in resource acquisition and efficiency in the SME sector has been neglected. This study discusses the role of TMC—being intangible resources in SMEs’ efficiency with a mediating role of resource acquisition. This research is quantitative in nature and collected cross-sectional data through a structured questionnaire from 311 owners and managers of Pakistani SMEs. After analyzing the model using AMOS, the results indicate that TMC significantly facilitate firms in resource acquisition and enhance their efficiency; however, resource acquisition partially mediates the relationship between TMC and SMEs efficiency. This research recommends that SMEs should focus on TMC (instead of blindly investing money in other strategies) in order to acquire valuable tangible and intangible that are necessary for long term survival and efficiency. Further implications are discussed for owners, managers and practitioners.

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Bernays, Elizabeth A., and William T. Wcislo. "Sensory Capabilities, Information Processing, and Resource Specialization." Quarterly Review of Biology 69, no. 2 (June 1994): 187–204. http://dx.doi.org/10.1086/418539.

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Abbasi, Ghaleb Y., and Jamal M. Assbeihat. "Jordanian contractors' human resource capabilities: a survey." International Journal of Human Resources Development and Management 6, no. 1 (2006): 131. http://dx.doi.org/10.1504/ijhrdm.2006.009753.

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Griffith, David A., and Michael G. Harvey. "A Resource Perspective of Global Dynamic Capabilities." Journal of International Business Studies 32, no. 3 (September 2001): 597–606. http://dx.doi.org/10.1057/palgrave.jibs.8490987.

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Carrillo, Janice E., and Cheryl Gaimon. "Managing Knowledge-Based Resource Capabilities Under Uncertainty." Management Science 50, no. 11 (November 2004): 1504–18. http://dx.doi.org/10.1287/mnsc.1040.0234.

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Buttenberg, Katharina. "The classification of customer- and brand-oriented marketing capabilities." Transnational Marketing Journal 3, no. 1 (May 31, 2015): 26–44. http://dx.doi.org/10.33182/tmj.v3i1.407.

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According to the Resource-Based Theory of the Firm, companies need to acquire and develop a unique set of resources and capabilities to gain a competitive advantage in the market. In the last decade, a number of studies have focused on marketing capabilities. However, there has been no clear classification between marketing capabilities directed towards the development of the brand from the inside out and customer-oriented capabilities, integrating the customer in the process. Purpose of this review is to clearly classify marketing capabilities and define the differences between brand-orientation and customer-orientation. A structure is proposed to better classify marketing capabilities and pave the way for further research. This review article is providing a structure for the Resource-Based Theory of the firm for improving the classification of resources and capabilities.

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Solihat, Ani. "Pengaruh Sumber Daya dan Kapabilitas Terhadap Keunggulan Posisi." JURNAL ILMU MANAJEMEN DAN BISNIS 2, no. 1 (August 31, 2018): 31. http://dx.doi.org/10.17509/jimb.v2i1.13082.

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Competition is not just university level but at the program of study level, this shows that program of study is a business unit of the university or as a basic unit of analysis in creating a college of excellence. The competition that occurred between programs of study in increasing market share through new admissions, the more has the advantage of the growing number of enthusiasts, so a program of study are required to have a fascination with power so that the positioning advantage program of study in superior universit.The purpose of reasearch was to determine what factors are affecting the position advantage especially program of study management in Bandung, especially tangible resources (physical and technological) and intangible resources (organization, human resources, and reputation) as well as through the capabilities of the program study.Program of study in university which has the position advantage that means resources and capabilitie have a uniqueness that is hard to duplicate. Resources is anything owned or cotroled by program of study, which could br throught of as strength or weakness and capabilities is the management ability to deploy resourcesThe method used in this study is a survey research method explanations (explanatory survey) with a sampling technique was purposive rather nonprobabilistik (purposial sampling) is a technique that sample been intentionally set by the researchers on certain criteria and considerations. Processing data using path analysis with the structure variables of resources, capabilities and position advantages.The results showed program of study management in Bandung University was available of tangible resource and intangible resources are with a good show and capabilities is already well and has shown the positioning advantage.Result of hypothesis test between exogenous and endogenous variables showed that the influence of resources and capabilities to position advantage at 18.521, while partially accepted H0 respectively, indicating the resources and capabilities is partially not significantly influence the position advantage, while the hypothesis II indicates the value of path coefficients (18.219) and hypothesis III 13.955 this valuable resource shows the tangible and intangible resources and capabilities to simultaneously affect the positioning advantage.

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Patni, Jagdish Chandra. "Hierarchical Load Balancing Model by Optimal Resource Utilization." International Journal of Business Analytics 6, no. 3 (July 2019): 29–42. http://dx.doi.org/10.4018/ijban.2019070103.

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Powerful computational capabilities and resource availability at a low cost is the utmost demand for high performance computing. The resources for computing can viewed as the edges of an interconnected grid. It can attain the capabilities of grid computing by balancing the load at various levels. Since the nature of resources are heterogeneous and distributed geographically, the grid computing paradigm in its original form cannot be used to meet the requirements, so it can use the capabilities of the cloud and other technologies to achieve the goal. Resource heterogeneity makes grid computing more dynamic and challenging. Therefore, in this article the problem of scalability, heterogeneity and adaptability of grid computing is discussed with a perspective of providing high computing, load balancing and availability of resources.

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Matwiejczuk, Rafał. "ABOUT THE RELATIONSHIP BETWEEN RESOURCES, CAPABILITIES AND COMPETENCES– THE RESOURCE- BASED PERSPECTIVE." Scientific Papers of Silesian University of Technology. Organization and Management Series 2019, no. 136 (2019): 383–91. http://dx.doi.org/10.29119/1641-3466.2019.136.29.

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Moccia, Salvatore, Shuming Zhao, and Patrick Flanagan. "Innovation, dynamic capabilities, leadership, and action plan." Journal of Enterprising Communities: People and Places in the Global Economy 14, no. 1 (November 21, 2019): 113–27. http://dx.doi.org/10.1108/jec-10-2019-0108.

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Purpose The purpose of this paper is to propose a new model of leadership in a volatile, uncertain, complex and ambiguous (VUCA) context, paying special attention to human resource management. Design/methodology/approach The paper is conceptual. It presents the challenges of the VUCA environment that from which technically empowered democracy movements around the world have emerged, needing a new leadership model that aligns human resources tools to the new leadership model. Findings New tools for human resource management are proposed. Originality/value The paper links technological changes and leadership skills, providing a novel framework that can provide a basis for further research into the profound nature of leadership. Implications useful for managers and leaders are discussed.

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Vinokur, Inna, and Svetlana Ponomareva. "Innovation-oriented resource management model proposed on the basis of the methodology of economic assessment of resource capabilities of oil and gas industry contractors." SHS Web of Conferences 116 (2021): 00010. http://dx.doi.org/10.1051/shsconf/202111600010.

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The paper presents an innovation-oriented model of resource management, which was built on the basis of the methodology of economic assessment of resource capabilities of contracting companies of the oil and gas industry. Assessment and choice of resource capabilities of contracting companies is the most important scientific problem of large companies and enterprises of the oil and gas industry when purchasing material resources. Currently, the increase in the supply of the same type of resources exacerbates the problem of choice. Thus, a large number of algorithms, methods and other procedures were developed to select organizations that supply resources. However, there are not enough comprehensive tools to assess the feasibility of selecting a supplier taking into account factors that allow evaluating suppliers of a certain industry. The purpose of the study is to create an innovative resource management model based on the methodology of economic justification for choosing resource suppliers for oil and gas enterprises. The object of the study is enterprises and large companies of the oil and gas industry. The subject of the study is effective resource management based on the methodology of economic assessment of the resource capabilities of contracting companies.

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Yang, Yi-Feng. "THE ROLES OF HUMAN RESOURCES, INFORMATION TECHNOLOGY, AND MARKETING KNOWLEDGE CAPABILITIES IN PERFORMANCE: AN EXTENSION OF THE RESOURCE-BASED THEORY PERSPECTIVE." Social Behavior and Personality: an international journal 36, no. 9 (January 1, 2008): 1269–82. http://dx.doi.org/10.2224/sbp.2008.36.9.1269.

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For some time now, the resource-based theory (RBT) has been used as a perspective in understanding the relationship between resources (or capabilities) and performance; however, there is a dearth of empirical research shedding light on why some firms successfully use their capabilities while others do not. Thus, in this study the effects on performance of three resource variables were investigated: human resources (HR), information technology (IT), and marketing knowledge (MK). Results showed: the positive performance of IT, MK, and HR capabilities (β = .275, .254, and .027, p < .01, respectively); and exploratory results with multiple hierarchical/interaction regressions suggested that two- and three-way interactions enhanced performance. These new findings suggest that these three capabilities are important business resources since they significantly improved performance.

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Ying, Qianwei, Hazrat Hassan, and Habib Ahmad. "The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance." Sustainability 11, no. 2 (January 19, 2019): 527. http://dx.doi.org/10.3390/su11020527.

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The answer to the challenging question, “Should one either invest in tangible resources or intangible resources/capabilities?” is still fragmented. In prior studies, more emphasis is given to tangible resources, while intangible resources have comparatively received minor attention, despite their significant role in the success of small and medium enterprises (SMEs). Particularly the role of the intangible skills; intellectual capital, financial literacy (FL), and business experience (BE) in resource acquisition and sustainable competitive performance has missed in prior studies. Grounded on the resource-based view and upper echelon theory, this study examines the role of intellectual capital in sustainable competitive performance with a mediating role of resource acquisition. This research also assesses the moderating role of financial literacy and business experience between intellectual capital and resource acquisition. Data are collected through structured questionnaires from 384 owners/managers of Pakistani SMEs. After analyzing the data through structural equation modeling (SEM), the results indicate that intellectual capital helps managers in acquiring valuable resources, which in turn enhance sustainable competitive performance. Resource acquisition partially mediates the relation between intellectual capital and sustainable competitive performance. Financial literacy is a significant predictor of resource acquisition, but it does not significantly moderate the relation between intellectual capital and sustainable competitive performance. Business experience significantly boosts the acquisition of resources and strengthens the path between intellectual capital and resource acquisition. SMEs should encourage their managers to acquire unique, rare, and immutable external resources in the turbulent markets.

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Pulles, Niels J., Jasper Veldman, and Holger Schiele. "Winning the competition for supplier resources." International Journal of Operations & Production Management 36, no. 11 (November 7, 2016): 1458–81. http://dx.doi.org/10.1108/ijopm-03-2014-0125.

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Purpose This paper examines the competition between buying firms for the supplier’s competitive resources. The purpose of this paper is to examine how indirect capabilities – the ability to access external resources – can help in obtaining preferential resource allocation from suppliers. Design/methodology/approach Partial least squares structural equation modeling is used to analyze data of 163 buying firms that assess preferential resource allocation from suppliers. Findings Two indirect capabilities (a buying firm’s selection capability and relational capability) positively influence the firm’s competitive advantage. These relations are significantly mediated by preferential resource allocation of suppliers. The impact of preferential resource allocation appeared stronger for manufacturing firms than for service firms. Research limitations/implications This study’s data set represents the buyer’s assessment of suppliers’ resource allocation. Future research should aim for dyadic data for further validation. In addition, due to sample size limitations, this study’s data does not allow sector segmentation. A larger study that provides insights into segmentation is suggested for future research. Practical implications The results inform managers about the relevance of the competition for supplier resources with rival firms that share suppliers, and the influence of this competition on firm competitiveness. Managers should not only focus on the supplier itself, but also on the capabilities of the supply chain management (SCM) function to recognize and integrate the supplier resources. Originality/value This study adds to the extended resource-based view literature by integrating the notion of supplier resource competition. In addition, the study shows the importance of indirect capabilities for obtaining preferential resource allocation from suppliers. Finally, the authors show the importance of separating between service and manufacturing when examining SCM practices.

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Johnson, William H. A., and Pelin Bicen. "Studies of innovation under resource constraints: Towards a resource-capabilities-based theory." Academy of Management Proceedings 2013, no. 1 (January 2013): 12759. http://dx.doi.org/10.5465/ambpp.2013.12759abstract.

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Saá-Pérez, Petra De, and Juan Manuel GarcÍa-FalcÓn. "A resource-based view of human resource management and organizational capabilities development." International Journal of Human Resource Management 13, no. 1 (January 2002): 123–40. http://dx.doi.org/10.1080/09585190110092848.

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Malik, Ashish, Liem Viet Ngo, and Russel P. J. Kingshott. "Power, resource dependencies and capabilities in intercultural B2B relationships." Journal of Services Marketing 32, no. 5 (August 13, 2018): 629–42. http://dx.doi.org/10.1108/jsm-01-2018-0006.

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PurposeThis exploratory study aims to analyse the influence of organisational resources and capabilities on relationship quality and firm performance in the context of high-technology offshore outsourcing service vendors.Design/methodology/approachUsing a qualitative case study design, data from four offshore business process and information technology outsourcing firms were analysed.FindingsFindings highlight that resource dependence, cultural orientation and the vendor’s resources and capabilities strengthen relationship quality and affect firm performance.Originality/valueThe distinctive contribution of this study lies in identifying key organisational mechanisms that improve relationship quality and firm performance, as well as help to understand the adverse effects of ethnocentricity and power faced by vendors and subsidiaries within diverse intercultural contexts. Study limitations and future research directions, along with implications for theory and practice, are also discussed.

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Coen, Corinne A., and Catherine A. Maritan. "Investing in Capabilities: The Dynamics of Resource Allocation." Organization Science 22, no. 1 (February 2011): 99–117. http://dx.doi.org/10.1287/orsc.1090.0524.

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Wang, Chen, and Vicki M. Bier. "Quantifying Adversary Capabilities to Inform Defensive Resource Allocation." Risk Analysis 36, no. 4 (May 1, 2015): 756–75. http://dx.doi.org/10.1111/risa.12399.

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Khandekar, Aradhana, and Anuradha Sharma. "Managing human resource capabilities for sustainable competitive advantage." Education + Training 47, no. 8/9 (October 2005): 628–39. http://dx.doi.org/10.1108/00400910510633161.

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Ngo, Liem Viet, and Aron O'Cass. "Creating value offerings via operant resource-based capabilities." Industrial Marketing Management 38, no. 1 (January 2009): 45–59. http://dx.doi.org/10.1016/j.indmarman.2007.11.002.

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Pedrosa, António José Pinto, and Fernando Manuel Pereira Oliveira Carvalho. "Analysis of Foundations of Resource-Based Theory." Revista Ibero-Americana de Estratégia 13, no. 2 (June 1, 2014): 10–24. http://dx.doi.org/10.5585/ijsm.v13i2.2092.

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The assumptions of the resource-based theory (RBV) are often tested using an approach centered on the heterogeneity of resources, allowing only identify specific resources or capabilities that should be exploited to achieve competitive advantage. In this paper we use a conceptual approach seeking to test whether value, rare and inimitable combinations of resources and capabilities, rather than their specificity, achieve competitive advantage and performance. The results obtained from 368 questionnaires validated by business managers of several Portuguese economic sectors show that the increase in value, rarity and inimitability of the combinations tested, raises the company's competitive advantage, and that performance is achieved by this route. The findings are of interest for the development of the field of strategic management and for managers enabling strategic decision-making based on valuable, rare and inimitable company`s resources and capabilities combinations.

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Rajala, Risto, and Mika Westerlund. "Business Models – A New Perspective on Firms' Assets and Capabilities." International Journal of Entrepreneurship and Innovation 8, no. 2 (May 2007): 115–25. http://dx.doi.org/10.5367/000000007780808039.

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Network-intensive business behaviour and specialization in core competencies have increased the importance of utilizing resources beyond company boundaries. In recent years, resource exploration and exploitation have attracted increasing attention in the literature on interorganizational exchange and strategic networks. However, resources have not been sufficiently analysed in connection with types of business models. In this study, the authors focus on key assets and capabilities from the entrepreneur's business model perspective. Taking theories of interorganizational exchange and the resource-based view of the firm as the basis, key assets and capabilities are identified in four different types of business models in selected software companies. The key findings indicate that there is a significant difference in the emphasis on internally and externally obtained resources between different types of business models.

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Finch, David J., Melanie Peacock, Nadege Levallet, and William Foster. "A dynamic capabilities view of employability." Education + Training 58, no. 1 (January 11, 2016): 61–81. http://dx.doi.org/10.1108/et-02-2015-0013.

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Purpose – The increasing demand for post-secondary education, and the ongoing difficulty students’ face in securing appropriate work upon program completion, highlight the importance of an enhanced understanding of employability resources for university graduates. Just as organizations achieve a strategic advantage from resources and dynamic capabilities (DCs), university graduates can similarly apply these principles and tactics to be competitive in the job market. The purpose of this paper is to ask the question: how can new graduates enhance their competitive advantage when entering the employment market? To address this question the authors propose to adopt the DCs framework to analyze the competitive advantage of a graduate and argue that university graduates can take specific steps to enhance their own competitive advantage in the labor market. Design/methodology/approach – An extensive review of the existing human resource and strategic management literature was used to develop a conceptual DCs model of employability. The core dimensions of the conceptual model were refined using 26 one-on-one interviews with employers of new university graduates. This study concludes by recommending specific empirical and experimental research to further test the model. Findings – The results from the qualitative study identified the importance of four specific resources that university graduates should possess: intellectual, personality, meta-skill and job-specific. In addition, the authors suggest that integrated DCs are crucial for enhancing the value of these individual resources. Both pre-graduate application and the construction of personal narratives are essential signals that university graduates can mobilize individual resources in a complementary and strategic manner, in real-world settings, to maximize value. Research limitations/implications – This is an exploratory study and is designed as a foundation for future empirical and experiential research. Practical implications – The findings suggest that, in order to increase employability, university students need to assume a DCs view of competitive advantage. As a result, students need to reflect on both their intrinsic and learned resources to create a systematic competitive advantage that is valued, rare and difficult to replicate or substitute. Social implications – This paper challenges students to assume a holistic view of education by recognizing education extends far beyond a classroom. Therefore, differentiation and value creation is reflected in the synthesis and application of both intrinsic and learned resources. Originality/value – The integration of strategic management and human resource literature is a unique theoretical approach to explore the drivers of graduate employability.

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Shang, Hua, Renfei Chen, and Zhongwen Li. "Dynamic sustainability capabilities and corporate sustainability performance: The mediating effect of resource management capabilities." Sustainable Development 28, no. 4 (November 24, 2019): 595–612. http://dx.doi.org/10.1002/sd.2011.

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Parida, Vinit, Pejvak Oghazi, and Stefan Cedergren. "A study of how ICT capabilities can influence dynamic capabilities." Journal of Enterprise Information Management 29, no. 2 (March 7, 2016): 179–201. http://dx.doi.org/10.1108/jeim-07-2012-0039.

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Purpose – Prior studies have argued that small firms with dynamic capabilities can revise and reconfigure their internal resources to meet the uncertainties of their business environment. However, there is a lack of understanding of how they can develop such critical capabilities. The purpose of this paper is to propose that small firms can employ information and communication technology (ICT) capabilities as a facilitator for developing dynamic capabilities. Thus, the study builds on resource-based view (RBV) literature and information systems (IS) literature by examining the influence of ICT capabilities on the dynamic capabilities of small firms. Design/methodology/approach – Several hypotheses were tested by analysing the survey data from 291 small high-technology firms in Sweden. Findings – The results reveal that ICT capabilities influence dynamic capabilities of small firms. More specifically, the ICT use for internal efficiency positively influences adoptive capabilities, collaborative use of ICT positively influences networking capabilities, and ICT use for communications positively influences both adaptive and innovation capabilities. Consequently, the results suggest that the different components of ICT capabilities facilitate the development of the different organizational capabilities that together represent dynamic capabilities and thus, can contribute to a small firm’s competitive advantage. Practical implications – This study has few implications for the managers and CEO’s of small high-technology firms. First, by prioritizing ICT capabilities, small firms can benefit from the development of dynamic capabilities that will support them to meet the challenges of turbulent business environment. Second, because small firms usually lack internal resources (i.e. financial resources and competence), the study provides more specific direction on how they can strategically invest and build different components of ICT that will positively influence their adaptive, absorptive, innovative, and network capabilities. Originality/value – The study provides an alternative view of how ICT capabilities influence the performance of small firms, and outlines how such capabilities influence the development of dynamic capabilities. Therefore, the study in hand contributes to the RBV and IS literature by specifically linking the components of ICT capabilities to dynamic capabilities and its related sub-capabilities.

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Yang, Chung-Shan, and Taih-Cherng Lirn. "Revisiting the resource-based view on logistics performance in the shipping industry." International Journal of Physical Distribution & Logistics Management 47, no. 9 (October 2, 2017): 884–905. http://dx.doi.org/10.1108/ijpdlm-05-2017-0184.

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Purpose The purpose of this paper is to evaluate empirically the impact of intrafirm resources, interfirm relationships, and logistics service capabilities on logistics performance (LP) in the context of container logistics. Design/methodology/approach Factor analysis was employed to identify the key intrafirm resources (i.e. tangible assets and intangible assets), interfirm relationships (i.e. communication (COM) and long-term relationships), logistics service capabilities (i.e. service efficiency, service reliability, service flexibility, and value-added service), and LP dimensions. Data were collected from a survey of container shipping service providers, and were analyzed by a structural equation model to test the research hypotheses. Findings The findings show that interfirm relationships and logistics service capabilities act as mediator variables between intrafirm resources and LP. Research limitations/implications The results of this research support the application of the general theory on firm-level performance and the resource-based view (RBV) as a lens through which LP can be achieved via logistics service capabilities. In addition, the findings lend empirical support to the capability-building view, which asserts the importance of resource investment and relationship maintenance, and the development of distinctive capabilities to enhance performance. Practical implications Container logistics operators should not view their intrafirm resources (including logistics information technology and teamwork organizational culture) or interfirm relationships (including informal COM with key stakeholders and evergreen relationship with key stakeholders) separately; instead, a systems approach should be used. Originality/value This research updates the RBV theory by clearly indicating that the overall performance of shipping firms cannot be decided solely by the firm’s own resources. Interfirm relationships and logistics service capabilities are found to be powerful moderators which help shipping firms allocate their resources effectively and thus improve their LP.

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Zapata-Cantu, Laura, Jose Humberto Cantu Delgado, and Fernando R. Gonzalez. "Resource and dynamic capabilities in business excellence models to enhance competitiveness." TQM Journal 28, no. 6 (October 10, 2016): 847–68. http://dx.doi.org/10.1108/tqm-03-2014-0030.

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Purpose The purpose of this paper is to identify those resources and capabilities that enable national award-winning organizations to generate value to their stakeholders and provide evidence to institutions holding business excellence model (BEM)-based programs of how dynamic capabilities theory can enhance excellence models. Design/methodology/approach Qualitative research based on systematic review and content analysis. Findings Empirical evidence supports that BEMs should consider the resource-based view and dynamic capabilities perspective as a basis for their continuous improvement. These theoretical perspectives consider resources and capabilities for the successful execution of the strategic plan and for a faster response to environmental changes through dynamic capabilities. Research limitations/implications The study is based on a systematic review and content analysis of evidence submitted by three national quality awards from Europe, Singapore and Mexico. This research should be extended to other national quality award companies, and their customers’ and suppliers’ insights should be considered. Practical implications Regardless of corporate sector, organizations must recognize that visionary leadership is vital to their management models; a strategic plan and competent staff to execute the model are also of great importance. In addition, institutions holding BEM-based programs should evaluate incorporating dimensions related to dynamic capabilities and emphasize those strongly related to national culture. Originality/value Few studies in the BEMs literature have conducted resources and capabilities analysis from a multi-country perspective.

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RAVICHANDRAN, T., CHALERMSAK LERTWONGSATIEN, and CHALERMSAK LERTWONGSATIEN. "Effect of Information Systems Resources and Capabilities on Firm Performance: A Resource-Based Perspective." Journal of Management Information Systems 21, no. 4 (April 2005): 237–76. http://dx.doi.org/10.1080/07421222.2005.11045820.

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Ramon-Jeronimo, Juan Manuel, Raquel Florez-Lopez, and Pedro Araujo-Pinzon. "Resource-Based View and SMEs Performance Exporting through Foreign Intermediaries: The Mediating Effect of Management Controls." Sustainability 11, no. 12 (June 12, 2019): 3241. http://dx.doi.org/10.3390/su11123241.

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Following the resource-based view, this research empirically explores the role of formal and informal management control in mobilizing export resources to develop export capabilities, influencing the export performance of small and medium-sized enterprises (SMEs) in an interorganizational relationship context. Empirical data were collected using a survey administrated online to finance managers in Spanish SMEs which use foreign intermediaries to access export markets. In this setting, evidence mainly suggests, first, that management control systems (MCSs) play a relevant mediating role between the effect of, on the one hand, resources on capabilities, and, on the other hand, resources and capabilities on performance. Second, that MCSs and capabilities play a interrelated double mediating effect between the impact of resources on performance; more specifically, a significant double indirect effect is found (1) between financial resources, behavior control, customer relationship building capability and performance, and (2) between physical resources, behavior control, customer relationship building capability and performance.

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Levinthal, Daniel. ""Resource Allocation from Multiple Lenses: Capabilities, Incentives, and Opportunities"." Academy of Management Proceedings 2013, no. 1 (January 2013): 13280. http://dx.doi.org/10.5465/ambpp.2013.13280symposium.

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Kolisch, Rainer. "Resource Allocation Capabilities of Commercial Project Management Software Packages." Interfaces 29, no. 4 (August 1999): 19–31. http://dx.doi.org/10.1287/inte.29.4.19.

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Autry, Chad W., Stanley E. Griffis, Thomas J. Goldsby, and L. Michelle Bobbitt. "WAREHOUSE MANAGEMENT SYSTEMS: RESOURCE COMMITMENT, CAPABILITIES, AND ORGANIZATIONAL PERFORMANCE." Journal of Business Logistics 26, no. 2 (September 2005): 165–83. http://dx.doi.org/10.1002/j.2158-1592.2005.tb00210.x.

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CAPRON, L., and W. MITCHELL. "Bilateral Resource Redeployment and Capabilities Improvement Following Horizontal Acquisitions." Industrial and Corporate Change 7, no. 3 (September 1, 1998): 453–84. http://dx.doi.org/10.1093/icc/7.3.453.

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Amarakoon, Upamali, Jay Weerawardena, and Martie-Louise Verreynne. "Learning capabilities, human resource management innovation and competitive advantage." International Journal of Human Resource Management 29, no. 10 (July 25, 2016): 1736–66. http://dx.doi.org/10.1080/09585192.2016.1209228.

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Wan, William P. "Country Resource Environments, Firm Capabilities, and Corporate Diversification Strategies*." Journal of Management Studies 42, no. 1 (January 2005): 161–82. http://dx.doi.org/10.1111/j.1467-6486.2005.00492.x.

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Goles, Tim. "Vendor capabilities and outsourcing success: A resource-based view." Wirtschaftsinformatik 45, no. 2 (April 2003): 199–206. http://dx.doi.org/10.1007/bf03250900.

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Rice, John, Tung-Shan Liao, Nigel Martin, and Peter Galvin. "The role of strategic alliances in complementing firm capabilities." Journal of Management & Organization 18, no. 6 (November 2012): 858–69. http://dx.doi.org/10.1017/s1833367200000493.

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AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.

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Rice, John, Tung-Shan Liao, Nigel Martin, and Peter Galvin. "The role of strategic alliances in complementing firm capabilities." Journal of Management & Organization 18, no. 6 (November 2012): 858–69. http://dx.doi.org/10.5172/jmo.2012.18.6.858.

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AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.

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Sheehan, Norman T., and Nicolai J. Foss. "Using Porterian activity analysis to understand organizational capabilities." Journal of General Management 42, no. 3 (April 2017): 41–51. http://dx.doi.org/10.1177/0306307017690518.

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The article argues that organizational capabilities are comprised of two fundamental components: resources and activities. The starting point of the argument is that resources are best conceptualized by Barney’s and others’ research on the resource-based view, while activities are best conceptualized by Porter’s writings on the activity-based view. Porterian activity analysis is becoming more accepted in the strategy literature, but no strategy scholar has explicitly used Porter’s activities, and particularly his concept of drivers, to understand and analyze organizational capabilities. Introducing Porterian activities into the discussion of capabilities improves strategy scholars’ understanding of the bases of capability heterogeneity, offers academics future directions for research, and provides managers with guidance to enhance their organizations’ capabilities.

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Hu, Meng Meng, Li Tao Zhang, and Chao Su. "The IT Capabilities Driven Model and Evolutionary Model: Based on the Integration View of Competitive Strategy, Resource-Based View and Dynamic Capabilities." Applied Mechanics and Materials 519-520 (February 2014): 1472–77. http://dx.doi.org/10.4028/www.scientific.net/amm.519-520.1472.

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The IT capabilities driven model and the IT capabilities evolutionary model which based on the integration of competitive strategy, resource based view and dynamic capabilities view are built. This driven model studies the improvement and affects of IT capabilities for performance and core competencies. The driven model explains the process of IT capabilities which includes the classifications of IT capabilities, the external environment chances and threat, induction and feedback, integration and reconstruction of resources, the strategy fit and integration. The IT capabilities evolutionary model is abstracted from the process of driven model, and it explains the IT capabilities evolve into new IT capabilities after a cyclic process of old IT capabilities effects. The two models also build a structure of IT capabilities which can be used in assessing the enterprise IT capability system.

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Badrinarayanan, Vishag, Indu Ramachandran, and Sreedhar Madhavaram. "Resource orchestration and dynamic managerial capabilities: focusing on sales managers as effective resource orchestrators." Journal of Personal Selling & Sales Management 39, no. 1 (May 11, 2018): 23–41. http://dx.doi.org/10.1080/08853134.2018.1466308.

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Jin, Yan, and Paulette Edmunds. "Achieving a competitive supply chain network for a manufacturer." Journal of Manufacturing Technology Management 26, no. 5 (June 1, 2015): 744–62. http://dx.doi.org/10.1108/jmtm-01-2013-0004.

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Purpose – Collaboration in supply chain networks (SCN) becomes extremely important for manufacturers seeking a sustainable competitive advantage. Such competitiveness depends on the SCN resources a manufacturing firm can allocate, the capabilities to identify and deploy these network resources effectively, and practices and applications the firm arranges for these resources. The purpose of this paper is to develop a conceptual framework that investigates the relationships between these network constructs and their influences on firm performance. Design/methodology/approach – An extensive literature review of supply chain management was conducted to explicate why some manufacturers outperform others. A resource-based view, dynamic capability theory, and extended resource-based view were employed to develop a conceptual model that investigates relationships between the resources, capabilities, and practices of a SCN. The relationships were then examined to analyze their influences on firm performance. Several cases and practical examples were included in the study to give a better understanding of the conceptual research model. Various keywords were used in searching literature for the constructs of the research model. For example, “knowledge” and “supply chain network” were used to search the literature regarding the SCN intangible resources. Findings – This study uses a conceptual model to identify SCN resources that are dispersed in the internal territory among different network members, SCN capabilities that are developed based on these network resources and lead to the firm’s competitive performance, and SCN practices used to acquire network resources and build network capabilities. Research limitations/implications – The conceptual model of SCN resources, capabilities, and practices needs further empirical validation. Practical implications – The conceptual model provides a framework for managers to identify the critical resources, capabilities, and practices of a SCN that help a firm achieve sustainable competitive performance. Originality/value – This research builds a comprehensive picture of relationships between a manufacturing firm’s strategic resources, capabilities, and practices in a SCN. It also provides a theoretical foundation for future research on developing instruments for resources, practices, and capabilities of a SCN and empirically testing the relationships among the appropriate constructs.

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Boateng, Richard. "Achieving E-commerce benefits in a garment manufacturing firm." Emerald Emerging Markets Case Studies 4, no. 7 (November 26, 2014): 1–22. http://dx.doi.org/10.1108/eemcs-04-2014-0079.

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Subject area Enterprise, Strategy Study level/applicability This case study documents the history of e-commerce adoption and usage in a fabric and garment manufacturing firm operating in an African country. Lessons drawn from the case could be applied to understanding the achievement of e-commerce benefits through the complex interrelationships between firm-level, national and global resources. Case overview The case study presents a summary of e-commerce capabilities in the firm, the key resources developed and actions taken to deploy e-commerce capabilities and the notable benefits obtained through these e-commerce capabilities. The study shows that, first, the ability to access information and communication technology (ICT) infrastructure matters in developing countries, but managerial capabilities matter more. Managerial capabilities enable firms to find external resources (both in-country and globally) to substitute for internal resource deficiencies. Second, intangible social resources – trust, reputation and credibility – play a critical role in determining whether the e-commerce strategies of firms are successful or not. Expected learning outcomes An understanding of how managerial capabilities influence the creation of e-commerce capabilities and the achievement of e-commerce benefits, especially in an African or Ghanaian context. Learners can also draw lessons that could be applicable to understanding how a firm's strategic orientation, resource portfolio and the nature of its target market differentiate the extent of integration or adoption and usage of e-commerce in the firm. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Journal articles on the topic 'Resource and capabilities'

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