To see the other types of publications on this topic, follow the link: Strategic resources and capabilities.
Journal articles on the topic 'Strategic 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 'Strategic 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
Ordanini, Andrea, and Gaia Rubera. "Strategic capabilities and internet resources in procurement." International Journal of Operations & Production Management 28, no. 1 (January 4, 2008): 27–52. http://dx.doi.org/10.1108/01443570810841095.
Full text
2
Huikkola, Tuomas, and Marko Kohtamäki. "Solution providers’ strategic capabilities." Journal of Business & Industrial Marketing 32, no. 5 (June 5, 2017): 752–70. http://dx.doi.org/10.1108/jbim-11-2015-0213.
Full textAbstract:
Purpose Drawing on the resource-based view of the firm, this study aims to analyze solution providers’ strategic capabilities that facilitate above-average returns. Design/methodology/approach The study applies a qualitative comparative case method. In addition to an extensive set of secondary data, the results are based on interviews with 35 executives from nine leading industrial solution providers, their strategic customers and suppliers. The analyzed solution providers were identified based on quantitative survey data. Findings By observing six distinctive resources and three strategic business processes, the present study identifies seven strategic capabilities that occur in different phases of solution development and deployment: fleet management capability, technology-development capability, mergers and acquisitions capability, value quantifying capability, project management capability, supplier network management capability and value co-creation capability. Research limitations/implications The study develops a generic model for the strategic capabilities of servitization. Application of the developed model to different contexts would further validate and enhance it. Practical implications Managers can use the developed model to benchmark, identify, build and manage solution providers’ strategic capabilities and associated practices. Originality/value The study develops a valuable conceptual model based on the comparative case data. Case firms were selected for the study based on a representative quantitative data set. The results were verified and triangulated with external data.
3
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.
Full textAbstract:
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.
4
Guesalaga, Rodrigo, Mika Gabrielsson, Beth Rogers, Lynette Ryals, and Javier Marcos Cuevas. "Which resources and capabilities underpin strategic key account management?" Industrial Marketing Management 75 (November 2018): 160–72. http://dx.doi.org/10.1016/j.indmarman.2018.05.006.
Full text
5
Mandal, Santanu. "Towards a Model of Sustainability Capabilities and Competitive Advantage." International Journal of Applied Management Sciences and Engineering 1, no. 1 (January 2014): 41–57. http://dx.doi.org/10.4018/ijamse.2014010103.
Full textAbstract:
Firms have lately realized the importance of sustainability because of (1) decreasing resources (2) difficulty in getting adequate and skilled resources. Therefore firms are trying their best to include sustainability considerations in their operational, tactical and strategic planning. In this scenario, this paper makes an attempt to operationalize several kinds of resources existing in an organization from a sustainability perspective and tries to investigate which of these can best help the organization in developing sustainability capabilities which will eventually led the firm to gain competitive advantage. Based on the data collected from 204 executives engaged in different sectors, the findings indicate that except accounting resources, all other resources like information technology, finance, marketing and operations are significant in enabling the firm to develop sustainability capabilities. Relatively, operations resources and information technology resources are the most important predictors of sustainability capabilities and hence firms can focus more on these departments while strategic resource allocation. Finally, the study exhibited that sustainability capabilities do help a firm to gain competitive advantage.
6
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.
7
Agic, Emir, Merima Cinjarevic, Emir Kurtovic, and Muris Cicic. "Strategic marketing patterns and performance implications." European Journal of Marketing 50, no. 12 (November 14, 2016): 2216–48. http://dx.doi.org/10.1108/ejm-08-2015-0589.
Full textAbstract:
Purpose The purpose of this study is to create the taxonomy of firms based on the nature of the relationship between market-based resources and marketing capabilities. Anchored in the configuration theory, the present study aims to explore simultaneous roles of market-based resources, i.e. customer orientation and competitor orientation, and marketing capabilities, i.e. the execution of marketing practices and activities within a firm, on firm performance. Design/methodology/approach A self-administrated questionnaire was used to collect data from chief executive officers or top managers of 220 firms in Bosnia and Herzegovina, a transitional economy in South Eastern Europe. Findings Drawing on a configuration approach via the latent class analysis, the authors empirically derive four distinct strategic marketing patterns, namely, marketing super achievers, marketing-focused virtuosi, marketing drifters and marketing mass pushers. The findings also highlight how business performance outcomes differ as a function of a class membership. Research limitations/implications Cross-sectional research design and focus on a single country are main limitations of the present study. Thus, longitudinal studies in the context of developed and fast-reforming transition economies are advisable for future work. Practical implications This study enhances the knowledge on how a firm can configure or bundle its market-based resources and marketing capabilities to produce desired outcomes. Findings suggest that joint attention to building market-oriented culture and developing marketing capabilities seems to pay off. However, the authors found that a lack of market knowledge can be substituted by the firms’ ability to build effective promotional and branding capabilities. Thus, the present study adds to the emerging dialog on the relative importance of alternative strategic orientations in achieving superior business performance. Originality/value This study contributes to the strategic marketing literature by examining the synergistic effect of market-based resources and marketing capabilities on firm performance using a configurational approach. It also provides support for the equifinality proposition, suggesting that different “bundles” of market-based resources and marketing capabilities can lead to similar level of performance outcomes.
8
Vargas-Hernández, José G., and Jorge Armando López-Lemus Jorge López-Lemus. "Resources and Capabilities of SMEs Through a Circular Green Economy." International Journal of Circular Economy and Waste Management 1, no. 1 (January 2021): 1–15. http://dx.doi.org/10.4018/ijcewm.2021010101.
Full textAbstract:
The purpose of this article is to analyze the green and circular economy (GCE) model from the point of view of the resources and capacities of the organization. How is the application of the circular economy model related to strategic management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage; in other words, the application of the CE is related to strategic management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
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.
Full textAbstract:
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.
12
Butt, Muhammad Ali, Hadiya Sarfraz, and Ahmed Bilal. "Outsourcing Decision in Capabilities Perspective." Journal of Management and Research 1, no. 1 (November 29, 2019): 1–10. http://dx.doi.org/10.29145/jmr/11/0101004.
Full textAbstract:
There are many theories and framework which suggest performance link to strategy and / or resources. In order to succeed in the market, the organization must transform its core strengths into competitive advantages so that it becomes harder for its rivals to snatch its customers and market share. This paper has attempted to integrate the issue of weakness emanating out of the capability frame in terms of strategic decision in outsourcing. With the help of our proposed “Integrated Decision Making Model” for strategic outsourcing,, significant advantage can be achieved by directing investments and efforts in areas where firms perform better as compared to others. Over time, a continued effort to develop core competencies by building strategic capabilities (strengths) and minimizing strategic liabilities (weaknesses), bar the present or future competitors to expand into the company's areas of interest, thus helps to defend the strategic competitive advantages lying in the firm's value chain.
13
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.
14
Chikwe, John E., and Chris Sam Biriowu. "The Nature Of Firm’s Internal Environment Capabilities And Competencies Dynamics Evaluation: Feasible Strategy Crafting Imperatives." American Journal of Management and Economics Innovations 02, no. 10 (October 31, 2020): 33–44. http://dx.doi.org/10.37547/tajmei/volume02issue10-06.
Full textAbstract:
The study strategically evaluated the nature of firm’s internal environment capabilities and competencies dynamics that will ensure feasible strategy crafting. The understanding and analysis of the challenges posed in the internal environment helps strategists to make strategic decisions relating to the resources, capabilities and core competencies since they are non routine. In order to facilitate the development and effective usage of core competencies, managers/strategists are advised to have courage, self-confidence, integrity, the capacity to deal with uncertainty and complexity, and a willingness to hold people accountable for their work, as well as their being accountable themselves. This should be necessitated because the competitive advantage and firm’s performance are often strongly related to the resources firms hold and how they are managed. This is found to be so, since human beings are strategic critical resource that produces innovation, develops policies and strategies, and firm’s competitive advantage enhancement. The study further explored some related perspectives of valuable capabilities, personnel and organizational competencies, resources tangibility and intangibility, as well as competitive advantage sustainability criteria that will guide feasible strategy crafting. The study recommends amongst others, that organization managers should as a matter of necessity, monitor and evaluate the internal environment capabilities and competencies in order to have fit with that of external resources dynamics to enhance feasible strategy crafting.
15
Mamédio, Diorgenes, Clarissa Rocha, Dayanne Szczepanik, and Heitor Kato. "Strategic alliances and dynamic capabilities: a systematic review." Journal of Strategy and Management 12, no. 1 (February 18, 2019): 83–102. http://dx.doi.org/10.1108/jsma-08-2018-0089.
Full textAbstract:
Purpose Organizations need to find ways to survive in unpredictable, dynamic and rapidly changing environments. The development of organizational capabilities, such as relational, is a dynamic process of adaptation, which seeks to adjust to an unstable environment. Within this context, the purpose of this paper is to analyze, through a systematic review (SR), 36 articles, which discuss the influence of strategic alliances on the dynamic capabilities (DCs) process. Design/methodology/approach Through this systematic literature review, articles published in international journals were categorized in terms of their objectives, thematic axes and the research methodologies applied and evidences, to explore their methodological, theoretical and organizational practice contributions. Findings The results clarified the antecedents, implications and relevance of the relationship between strategic alliances in different countries and their DCs. The findings make it possible to determine directions for new studies that may support the advancement of this field of research. Research limitations/implications Studies from this SR point out that alliance is: a flexible vehicle of learning; a way to transfer effective knowledge in partner firms and to generate combinations of resources; and a superior means of access to technological capabilities and other complex capabilities. Those aspects would be difficult to be developed in the firms without the help of partnerships. This can encourage the reconfiguration of existing resources and capabilities. These reconfigurations can lead to deliberate evolutionary adaptations in these firms, which will build relational DCs. Practical implications As managerial implications, an alliance allows for the development of capabilities to detect new opportunities, and for the development of the reconfiguration or expansion of the existing resource base in the firm. Thus, alliances, once properly managed and with well-defined structure and purpose, can help firms achieve a sustainable competitive advantage. Alliances can serve as a type of strategic choice or an alternative that can enable companies to cope with unstable, global and competitive environments permeated by (new) threats and opportunities. Originality/value This SR paper highlighted, in a specific and consistent topic, the suggestions for future research related to the process of DCs and its relationship with strategic alliances, motivating new research works.
16
Araújo do Carmo, Gustavo Geovany, and Reynaldo Cavalheiro Marcondes. "Mergers and acquisitions with a focus on resources and organizational capabilities." REBRAE 9, no. 1 (July 27, 2016): 26. http://dx.doi.org/10.7213/rebrae.09.001.ao02.
Full textAbstract:
This article aims to understand the focus given in mergers and acquisitions (M & A) operations for the acquisition of new resources and strategic capabilities. It is based on the resource-based view (RBV) and descriptive exploratory qualitative research. We interviewed nine officials who have managed these operations in large companies in different types of businesses in Brazil. Data were processed and analyzed by applying content analysis. Two groups of companies regarding the focus of resources and capabilities in M & A transactions were identified: those with a tangible-intensive profile that physical assets were considered sought-after and strategic and those characterized with an intangible-intensive profile that de-emphasized capacity. The competitive advantages sought by these companies aimed at raising the perceived value by customers to expand their market and maximize returns and benefits for the shareholders. The adoption of an M & A strategy effectively enabled the expansion of the portfolio of products and services offered to customers
17
Rashidirad, Mona, Ebrahim Soltani, and Hamid Salimian. ""Configurations of e-business competetive strategies, strategic resources and dynamic capabilities"." Academy of Management Proceedings 2013, no. 1 (January 2013): 10868. http://dx.doi.org/10.5465/ambpp.2013.10868abstract.
Full text
18
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.
Full textAbstract:
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.
19
Drnevich, Paul, Thomas H. Brush, and Mark Shanley. "Strategic Implications of Information Technology for Resource and Capability Outsourcing Decisions." International Journal of Decision Support System Technology 2, no. 4 (October 2010): 37–49. http://dx.doi.org/10.4018/jdsst.2010100103.
Full textAbstract:
Outsourcing generally involves non-strategic resources and/or non-asset specific capabilities. However, in this paper, the authors examine the non-traditional, but increasingly more common, use of IT to facilitate theoretically inconsistent outsourcing decisions involving core resources and capabilities. The authors reconcile theory with practice by developing propositions to explain how IT can enable such outsourcing decisions and how performance advantages may ensue. The authors develop a finer-grained perspective of the constructs of knowledge-based resources and capabilities. The paper concludes with a discussion arguing that such IT-enabled outsourcing decisions, if implemented correctly, can provide an organization with both capability advantages and cost benefits, resulting in higher performance.
20
Royer, Susanne, Susanne Gretzinger, and Kerry Brown. "The Value Adding Web Concept of Clusters – Strengthening and Extending the Fundament: Resources, Capabilities and Rents." management revue 30, no. 4 (2019): 389–411. http://dx.doi.org/10.5771/0935-9915-2019-4-389.
Full textAbstract:
A sound understanding of the key resources and capabilities that span firm boundaries in regional clusters is important for firms embedded in networked structures to exploit strategic opportunities and manage associated challenges. A resource-based perspective of value creation in clusters to develop a better conceptualisation of strategic competitive advantage on different levels is also a relevant topic from a strategic management perspective. Therefore, the aim of this research is to strengthen and extend a resource-oriented perspective on clusters, according to the value adding web (VAW) approach developed by Brown et al. (e.g., 2008, 2010). This contribution complements the state of the art of contemporary concepts with a coherent fundament for the resource-based value adding web concept and thereby develops the basis for further empirical studies. In this conceptual paper, we focus on the interaction between actors and relationships as sources for value creation within clusters as well as gaining a better understanding of value creation based on shared relational resources. We illustrate this approach through a discussion of a maritime cluster. Specifically the role of social capital and the relevance of knowledge-related resources on different cluster levels is elaborated. Building on a descriptive and theoretical fundament, we present a set of propositions reflecting our chain of arguments.
21
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.
Full textAbstract:
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.
22
Hagoug, Nahla El Sheikh, and Yousif Abdelbagi Abdalla. "The Relationship between Strategic Capabilities and Academic Performance: An Empirical Evidence from Sudan." International Journal of Higher Education 10, no. 3 (December 23, 2020): 46. http://dx.doi.org/10.5430/ijhe.v10n3p46.
Full textAbstract:
The objective of this study is to examine the role of strategic capabilities in achieving academic performance in Sudanese private universities. Based on a literature search, an accurate questionnaire was used to collect the needed data.198 questionnaires were collected from Sudanese private universities using the two-stage cluster sampling. For data analysis, multiple regression model was conducted. The findings indicated that the constructs of strategic capabilities including human resources and physical resources are significantly and positively associated with performance. The research concluded that strategic capabilities are the factors of achieving academic performance in private universities in Sudanese context. Moreover, there are a few studies in such field, and there are only few empirical studies that have examined resources’ characteristics. This research will expand the body of knowledge of both scholars and practitioners in the area of strategic responses among private universities establishments, as well as identify areas that could be further studied.
23
RAYMOND, LOUIS, JOSÉE ST-PIERRE, BRUNO FABI, and RICHARD LACOURSIÈRE. "STRATEGIC CAPABILITIES FOR THE GROWTH OF MANUFACTURING SMEs: A CONFIGURATIONAL PERSPECTIVE." Journal of Developmental Entrepreneurship 15, no. 02 (June 2010): 123–42. http://dx.doi.org/10.1142/s1084946710001476.
Full textAbstract:
In a now global knowledge-based economy, the strategic intent of manufacturing SMEs is manifested by the development of strategic capabilities not only for product and market development, but also for the development of their network, technological and human resources. This paper presents the results of a survey study of the strategic capabilities of 292 manufacturing firms, that is, 213 Canadian and 79 French SMEs. Taking the firms' entrepreneurial and organizational context into account, three distinct configurations of strategic capabilities are identified, namely 57 entrepreneurial SMEs, 93 engineering SMEs and 142 administrative SMEs, the first configuration being the "ideal" one in terms of growth.
24
Pyper, Keith, Anne Marie Doherty, Spiros Gounaris, and Alan Wilson. "Investigating international strategic brand management and export performance outcomes in the B2B context." International Marketing Review 37, no. 1 (December 17, 2019): 98–129. http://dx.doi.org/10.1108/imr-02-2019-0087.
Full textAbstract:
Purpose Drawing on Resource-based Theory, the purpose of this paper is to empirically examine the effect of International Strategic Brand Management (SBM) on export performance within the Business-to-Business (B2B) context. To be able to purposely assess the relationship, this paper also sets out to discover what antecedent international resources, (financial resources) and international capabilities (market information, branding and marketing planning) contribute to the ability of B2B exporters to effectively manage their brands abroad. Design/methodology/approach A mixed method firm-level approach was employed. First, a qualitative study of 34 in-depth interviews explored the focal inter-relationships and constructs identified within the literature. A survey of 208 successful UK exporters was then conducted and the results were analysed using structured equation modelling. Findings The results confirm that certain marketing capabilities (branding and marketing planning) are advantageous antecedents to the employment of effective SBM in foreign markets which, in turn, leads to increased financial and market performance internationally. Practical implications This paper outlines practical brand management considerations managers need to account for to achieve effective exporting. Practitioners are advised to prioritise the development of robust international branding and marketing planning capabilities which can enable them to exploit their limited financial resources for optimal benefits. Furthermore, by developing these capabilities, firms can focus on the essence of their brand and communicate their brand image through the effective strategic management of their brand to business customers, evoking positive brand associations, enhanced perceived brand value and the achievement of increased export performance. Originality/value This paper is the first to focus on international SBM as the deterministic factor leading to improved B2B export performance. An innovative framework is offered which positions the pivotal role of International SBM as the central focus. The construct for international branding capabilities is extended specifically for use in the B2B domain.
25
Olthaar, Matthias, Wilfred Dolfsma, Clemens Lutz, and Florian Noseleit. "Strategic resources and smallholder performance at the bottom of the pyramid." International Food and Agribusiness Management Review 22, no. 3 (April 19, 2019): 365–80. http://dx.doi.org/10.22434/ifamr2018.0111.
Full textAbstract:
In a competitive business environment at the Bottom of the Pyramid smallholders supplying global value chains may be thought to be at the whims of downstream large-scale players and local market forces, leaving no room for strategic entrepreneurial behavior. In such a context we test the relationship between the use of strategic resources and firm performance. We adopt the Resource Based Theory and show that seemingly homogenous smallholders deploy resources differently and, consequently, some do outperform others. We argue that the ‘resource-based theory’ results in a more fine-grained understanding of smallholder performance than approaches generally applied in agricultural economics. We develop a mixed-method approach that allows one to pinpoint relevant, industry-specific resources, and allows for empirical identification of the relative contribution of each resource to competitive advantage. The results show that proper use of quality labor, storage facilities, time of selling, and availability of animals are key capabilities.
26
Wójcik, Piotr. "Exploring Links Between Dynamic Capabilities Perspective and Resource-Based View: A Literature Overview." International Journal of Management and Economics 45, no. 1 (March 1, 2015): 83–107. http://dx.doi.org/10.1515/ijme-2015-0017.
Full textAbstract:
AbstractThe dynamic capabilities view posits that a firm’s success is largely driven by its ability to adapt to a changing environment to secure value creating potential and, thus achieve a competitive advantage. The dynamic capabilities perspective has attracted much scholarly attention in the last two decades, as reflected in the proliferation of conceptual and research articles in the strategic management literature. Knowledge about the relationship between dynamic capabilities and other theoretical concepts within the strategic management field remains limited. This paper therefore synthesizes the literature and uses it to develop a more clear relationship between notions of dynamic capabilities, resources, assets, competencies and static capabilities. Potential areas of future research are also outlined.
27
Muneeb, Dilnaz, Kok Wei Khong, Christine Ennew, and Mohan Avvari. "Building an integrated conceptual model of competitive learning capability." Asia-Pacific Journal of Business Administration 11, no. 3 (August 5, 2019): 267–87. http://dx.doi.org/10.1108/apjba-02-2019-0042.
Full textAbstract:
Purpose The purpose of this paper is to provide insights into the overarching role of learning capabilities by presenting a framework to describe how learning capability development is captured by combining the three main elements of internal marketing orientation, exploratory capabilities and resource recombination. Design/methodology/approach This is a conceptual paper building upon the theoretical integration approach of Mayer and Sparrowe (2013) to establish competitive empowerment through learning capability development, effective internal response and resources recombination. Findings The competitive learning capability model provides a firm’s foundation for theorizing organizational competitive models from an internal perspective, by mastering learning capability development at the centre of the model. Research limitations/implications The paper emphasizes the competitive connotation of learning capabilities as a construct in strategic management. It shows the underlying role of learning across organizational processes; hence, its theoretical significance through the learning capabilities model. Practical implications This paper argues that learning is at the centre of organizational competitiveness. Firms can achieve more fruitful results by continuously implementing resource integration strategies built on their learned experiences. Originality/value The principal significance of this paper lies in the achievement of conceptualizing learning from a strategic management perspective. Insight in this area helps bridge organizational efforts in pursuit of competitive advantage by exploiting key core learning competencies embedded in a firm’s resources and capabilities.
28
Salisu, Yakubu, and Lily Julienti. "Toward Enhancing Sustainable Competitive Advantage of Small and Medium Enterprises in Developing Economies of Africa: A Confirmatory Analysis." International Journal of Entrepreneurial Research 2, no. 2 (May 13, 2019): 1–7. http://dx.doi.org/10.31580/ijer.v2i2.898.
Full textAbstract:
The increasing globalization and liberalization of trade have posed onto manufacturing small and medium enterprise (SMEs) in developing economies of Africa a survival and growth challenges. Nevertheless, the resource-based-view (RBV) has given rise to a perspective that views a firm’s intangible assets as strategic resources with the potential to create and enhance sustainable competitive advantage in both local and global markets. Based on the peculiarity of SMEs in Africa, this paper develops and validate a conceptual model on the role of strategic organizational capabilities in improving the competitive advantage of SMEs for sustainable development in developing economies of Africa. Precisely, six variables were identified and reviewed as strategic capabilities. A total number of 81 valid questionnaires were retrieved from owners/managers of SMEs in Yobe state Nigeria and used to evaluate the reliability and validity of the adopted measures. The result of Cronbach’s Alpha test reveals a satisfactory value for all the variables under study. Specifically, innovation, learning, management, marketing, relational and technological capabilities have been established to be reliable strategic capabilities that would effectively and efficiently create and improve the sustainable competitive advantage of SMEs in developing economies.
29
Muazu, UMAR Adeiza, and SAMBO ABDULMALIK. "INFORMATION TECHNOLOGY CAPABILITIES AND COMPETITIVE ADVANTAGE: A REVIEW." International Journal of Technology and Systems 6, no. 1 (January 25, 2021): 1–17. http://dx.doi.org/10.47604/ijts.1206.
Full textAbstract:
Purpose: The purpose of this review is to examine the relationship between information technology (IT) capabilities of enterprises and their ability to gain competitive advantage through IT resources, based on underpinning theories and empirical studies.
Methodology: The approach to the review was to conduct extensive literature searches in the fields of strategic management and information technology management, as a result of which four supporting models and perspectives, that is, technology acceptance model (TAM), unified theory of acceptance and use of technology (UTAUT), the IT capability theory, and RBV, and seven empirical studies that linked IT capability dimensions of IT infrastructure; IT human resources; and IT knowledge management and competitive advantage were eventually reviewed.
Findings: The review provides indications to better understand the relationship between IT capabilities and competitive advantage. The RBV was discovered to be a very popular and useful underpinning theory favored by many scholars in explaining the relationship. Evidence from empirical studies showed a positive and significant relationship between IT capabilities and competitive advantage, which led to conclusions and recommendations.
Contributions to theory, practice, and policy: The review was able to highlight the importance of investment and deployment of IT resources such as infrastructure, human resources, and knowledge management to gain a competitive advantage, and established the role of RBV in strategic management research. Recommendations were made on theory, practice, and policy
30
Dimitrova, Sevdalina, and Venelin Terziev. "Financial Provisioning - Basis Of Strategic Decisions Of Themanagement Of Resources For Security And Defence." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 2 (June 1, 2015): 294–99. http://dx.doi.org/10.1515/kbo-2015-0050.
Full textAbstract:
Abstract The strategic decisions defining the defence capabilities that are necessary for our country in response to the dynamic changes in the security environment are directly related to the question “How much?” concerning the price that taxpayers should pay for the creation and development of those capabilities. Since security and defense constitute a public good whose creation is entirely dependent on the economic potential, on the GDP of the country, the manifestation of the price of that good is the budget of the Defence Ministry. This calls for the implementation of a system and tools, appropriate for budget resource management in order to ensure the increase of the added value of defence capabilities.
31
Rashidirad, Mona, Ebrahim Soltani, Hamid Salimian, and Yingying Liao. "The applicability of Grant’s framework in the dynamic digital age." European Business Review 27, no. 6 (October 12, 2015): 656–78. http://dx.doi.org/10.1108/ebr-03-2014-0023.
Full textAbstract:
Purpose – This paper aims to investigate the applicability of Grant’s framework in the current changing and dynamic environment. Design/methodology/approach – In this paper, a critical review of Grant’s paper was conducted to identify the limitations and weaknesses of the framework, which prevent its effective application in the current digital age. Findings – As a result, this paper presented a modified framework and four propositions to consider dynamic capabilities in the new turbulent environment and extend the relationships between a firm’s resources, capabilities, dynamic capabilities, competitive advantage and competitive strategy. Findings tied to this initiative will provide important contributions to research. Originality/value – Rooted in resource-based view (RBV), the proposed framework puts forward a valid theoretical foundation on how to create a competitive advantage from a firm’s internal factors, including strategic resources, capabilities and dynamic capabilities. Furthermore, it contributes to RBV literature by considering dynamic capabilities, as the firms’ most crucial factors in the current dynamic digital market.
32
Reza Saeedi, Mohammad, Hossein Dadfar, and Staffan Brege. "The impact of inward international licensing on absorptive capacity of SMEs." International Journal of Quality and Service Sciences 6, no. 2/3 (June 10, 2014): 164–80. http://dx.doi.org/10.1108/ijqss-02-2014-0011.
Full textAbstract:
Purpose – This study aims to examine the impacts of inward international licensing (IIL) on the absorptive capacity (ACAP) of small and medium enterprises (SMEs) in a developing economy. Design/methodology/approach – The study is explorative, qualitative and elaborative in nature. Therefore, a multiple case study was selected and performed as the research strategy. The data were collected from four pharmaceutical SMEs licensed from European pharmaceutical large-scale enterprises. Findings – The results confirm that IIL has a strong effect on acquisition, assimilation, transformation and exploitation as absorptive factors. Furthermore, the results have been enhanced by several contextual factors of ACAP human resources, inter-and intra-firm relationships, internal knowledge and managerial and strategic aspects. These contextual factors have also been influenced by IIL. Originality/value – From the licensee perspective in a developing context, examining the extant literature on non-equity strategic alliances shows that very few studies have empirically examined the impact of this kind of alliance, such as IIL, on SMEs’ ACAP. On this basis, the study provides evidence that non-equity strategic alliances, particularly IIL, enhance SMEs’ capabilities such as ACAP. In other words, to overcome SMEs’ resource limitations and inadequate capabilities, IIL provides opportunities for them to obtain capabilities and critical resources.
33
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.
Full textAbstract:
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.
34
Beaugency, Aurelie, Mustafa Erdem Sakinç, and Damien Talbot. "Outsourcing of strategic resources and capabilities: opposing choices in the commercial aircraft manufacturing." Journal of Knowledge Management 19, no. 5 (September 14, 2015): 912–31. http://dx.doi.org/10.1108/jkm-01-2015-0040.
Full textAbstract:
Purpose – This paper aims to address the questions of different outsourcing strategies between Airbus and Boeing and point out the theoretical limits of the resource-based view (RBV) approach that must be broadened with a finance perspective. Owing to the complexity of systems, the aircraft industry is nowadays structured around a well-organised value chain of product development and manufacturing. However, according to the RBV, capabilities attached to some systems and components are strategic resources and must be kept in house to maintain competitive advantage. In commercial aircraft avionics, critical systems such as flight controls fall directly under this rule, due to substantial risks of passenger safety they deal with. Design/methodology/approach – This study is based on two comparative studies concerning the A330/340 and A350 programmes at Airbus and their equivalents at Boeing, the B777 and the B787. The data are both primary (financial and patent data) and secondary (semi-structured interviews and documentation. Findings – The main result highlights the limits of the RBV model to understand why Airbus has chosen to re-internalise the development and production of flight control systems contrary to Boeing. For both, cost reduction is the main objective of outsourcing, but European firms are more careful with critical resources. The financialisation of aircraft manufacturers’ strategies is another explanatory factor relevant to understand why Boeing outsources strategic resources such as flight controls. Research limitations/implications – The authors demonstrate the potential of multiplication of research methods to address a question. Second, they try to bring together different theories in a preliminary effort, which gives them some promising stuffy perspective for future works. Practical implications – By addressing both the RBV and the financialisation perspectives, the authors provide an interesting view of the COmplex Products and Systems (CoPS) challenges. Social implications – The findings of this research must provide key of interpretation for business managers, which may consider the two faces, knowledge management and financial, to explain corporate performance. Originality/value – Several originalities are relevant in this work. From a methodological point of view, the authors offer a comparison between the two main players of commercial aircraft manufacturing, an oligopolistic industry. Second, the data they choose to rely on are both qualitative and quantitative to strengthen the results. Third, at a micro level, this study is original in its approach of linking outsourcing to financialisation.
35
Drnevich, Paul L., and David P. McIntyre. "Information Technology and Strategy." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 2010): 1–18. http://dx.doi.org/10.4018/jsita.2010040101.
Full textAbstract:
A central argument in strategic management is that a firm’s resources or capabilities can be sources of competitive advantage, which may lead to superior firm performance. Investments in Information Technology (IT) resources and capabilities represent one of the largest recurring expenditures made by firms. However, despite the magnitude of these investments and their presumed strategic importance to firms, demonstrating a definitive link between IT resource investments and firm-level performance has remained elusive. A review of the last 25 years of the MIS and Strategy literatures, indicates that each of these ‘two camps’ has contributed important insights and a strong co-evolutionary relationships, yet the strategic importance of IT lacks clear theoretical grounding and consistent empirical support. To address this deficiency, in this paper we review the theoretical bases for economic value creation to develop taxonomy for the roles and performance implications of IT, which integrates strategic management theory to offer a contingency perspective for how the roles and value of IT will vary in different strategic and environmental contexts. We apply the taxonomy as a lens through which to examine a sample of prominent prior research on the topic. The authors conclude with a discussion highlighting directions for future research.
36
Imiru, Getie Andualem. "The Role of Firm’s Location, Export-Related Resources and Capabilities in Relation to Coffee & Sesame Export Performance in Ethiopia." International Journal of Business Administration 12, no. 5 (September 2, 2021): 47. http://dx.doi.org/10.5430/ijba.v12n5p47.
Full textAbstract:
Exporting has been one of the fastest foreign expansion strategies in the last two decades. The purpose of this study is to investigate the role of an exporter's location in the development of export-related resources and capabilities, which will have an impact on the degree of export performance. The relationship between export-related resources, capabilities, and export performance are examined in this study. A total of 300 questionnaires were sent out to coffee and sesame exporters. However, only 253 surveys were used for analysis. The SmartPLS 3 software was used to analyse the data using the Partial Least Squares (PLS) technique. The study's findings suggest that access to location-specific resources and skills are critical antecedents for a company's ability to build export-related resources and capabilities in order to improve export performance. The geographic location of a company has a considerable and beneficial impact on human resource capability (β =0.67, p=0.001). Information capability was not significantly influenced by human resource capability ((β =0.082, P=0.259). Information capability ((β =0.656, p=0.001) is significantly influenced by organizational planning capability ((β =0.452, p=0.001). Satisfaction Export Performance ((β =0.431, p=0.01) has been significantly and positively influenced by information capability. New Product Development Capability influences strategic export performance significantly and positively ((β =0.330, p=0.001). Strategic export performance ((β =-0.035, P= 0.820) and satisfaction with export performance ((β =0.050, P= 0.625) were not affected by relationship capability. These data suggest that when it comes to exporting, rural businesses face significantly greater obstacles than those in metropolitan areas. The outcomes of this study will assist managers of remote-area businesses in developing equally appealing recruitment and reward practices in order to compete with businesses in urban areas. Furthermore, the outcomes of this study advise that export firm managers think carefully about the resources and capabilities required to improve their export performance.
37
Mubarok, Muhammad Husni. "Pembelajaran Pengetahuan Kreatif M elalui As et Strategis Dalam Menin gkatkan Keunggulan Kompetitif." BISNIS : Jurnal Bisnis dan Manajemen Islam 5, no. 1 (January 30, 2018): 1. http://dx.doi.org/10.21043/bisnis.v5i1.2945.
Full textAbstract:
This paper develops a creativity-based framework of entrepreneurial learning and knowledge management through strategic asset towards competitive advantage. Entrepreneurial learning, knowledge management and creativity are interdependent. The strength of a firm’s strategic asset help shapes its proficiency to develop creative capabilities of turbulent environments through entrepreneurial learning. Enterprises with strong creative capabilities are intensely entrepreneurial, but instead depend on how firms’ capabilities synergistically combine and transform knowledge resources. Furthermore, this paper aims to integrated the concept of strategic asset, entrepreneurial learning, knowledge management and creative thinking and places bounds on feasibility of particular strategies to sustain superior enterprises competitive advantage in complex and volatile external environments.
38
Al-Sobai, Khalifa Mohammed, Shaligram Pokharel, and Galal M. Abdella. "Perspectives on the Capabilities for the Selection of Strategic Projects." Sustainability 12, no. 19 (October 4, 2020): 8191. http://dx.doi.org/10.3390/su12198191.
Full textAbstract:
Strategic projects are large scale, complex, and require significant investments and resources. These projects aim at gaining long-term social and economic benefits. Therefore, organizations focusing on strategic projects should use a consistent approach that suits their strategy, capability, and long-term expectations. Based on the four research questions and content analysis of the literature, generic processes used for the strategic project selection in tandem with the managerial capabilities are identified in this paper. The generic processes and managerial capabilities are used to develop a generic framework for strategic project selection. The framework is used for literature analysis in the paper. The review shows that both qualitative and quantitative methods are used for strategic project selection. Some possible research directions have also been proposed at the end of the review. The paper provides value to both researchers and practitioners in terms of tools available and a guidance on project selection through a structured process framework.
39
Fischer, Sophie, John Rodwell, and Mark Pickering. "A Configurational Approach to Mergers and Acquisitions." Sustainability 13, no. 3 (January 20, 2021): 1020. http://dx.doi.org/10.3390/su13031020.
Full textAbstract:
The processes involved with mergers and acquisitions (M&As) are many, varied and complex. M&A research and practice needs a toolset that can apprehend that complexity and suggest ways forward. This paper shows the complexity of the constituents of organizations at a strategic level by building on the natural-resource-based view (NRBV) and the resulting competences and capabilities. In M&As, these resources and capabilities are managed through a variety of forms of acquisition integration comprised of sets of integration mechanisms. M&As occur in a range of strategic contexts and consequently many forms of integration are possible. Accordingly, there is a need for a mode of inquiry examining acquisition integration that can encompass a wide variety of forms, is holistic across a range of possible integration mechanisms and can provide insights. A configurational mode of inquiry can accommodate the complexity of the mechanisms, capabilities and resources, including natural resources, which constitute acquisition integration. A configurational approach emphasizes a holistic synthesis of elements and highlights the importance of thinking of M&As in terms of patterns. A configurational approach offers tools for considering M&As such as analyzing the thematic coherence of integration and enables the inclusion of sustainability into the logic of organizations.
40
Lajili, Kaouthar, Lauren Yu-Hsin Lin, and Anoosheh Rostamkalaei. "Corporate governance, human capital resources, and firm performance: Exploring the missing links." Journal of General Management 45, no. 4 (July 2020): 192–205. http://dx.doi.org/10.1177/0306307019895949.
Full textAbstract:
This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.
41
Daniel, Lisa J., and Fang Huang. "Dynamic capabilities and the knowledge nexus." VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 477–93. http://dx.doi.org/10.1108/vjikms-01-2019-0003.
Full textAbstract:
Purpose The purpose of this paper is to propose alternative ways to develop and leverage organisational knowledge by considering the nexus of data managed by information and communications technologies and the expertise of human capacity. In doing so this paper challenges current understanding of tacit–explicit knowledge boundaries and presents a third dimension of knowledge which can be developed as a strategic organisational resource. Design/methodology/approach This conceptual paper seeks to extend current understanding of knowledge and presents the organisational knowledge nexus as a confluence of information, knowledge resources and human potential. Knowledge management is explored through the theoretical frameworks of the knowledge nexus and a model of triadic knowledge. Their conceptualisation and development are discussed and illustrated. Findings This research suggests the potential for organisational knowledge resources to be advanced is greater, if organisations can strategically use the knowledge nexus with a triadic perspective of knowledge. A framework for knowledge development with increasing levels of insight is proposed. Research limitations/implications As a novel conceptual work this research has limitations of newness. It presents a challenge to conventional thinking because of the subliminal nature of latent knowledge and the causal ambiguity of its development process in the knowledge nexus. The potential of latent knowledge and its transition process in the organisational knowledge nexus has significant implications for organisational knowledge development. Originality/value The concepts of latent knowledge, the knowledge nexus and their potential ability to develop and leverage organisational knowledge resources presents a paradigm shift to currently accepted understanding of knowledge systems and organisational knowledge management. The originality and value of this work comes through its contribution to broadening our understanding of the scope and potential of organisational knowledge resources and their processes of transition and development.
42
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.
Full textAbstract:
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.
43
Krzakiewicz, Kazimierz. "Dynamic capabilities and knowledge management." Management 17, no. 2 (December 1, 2013): 1–15. http://dx.doi.org/10.2478/manment-2013-0051.
Full textAbstract:
Summary Dynamic capabilities and knowledge management The dynamic capabilities concept was formed and has been developed by integration of evolutionary theory, transaction cost theory, and the organisational learning and tacit knowledge concepts. As a result, it helps to weaken essential dichotomies of the strategic management theory, especially those relating to „internal and external” factors, a task that is of particular topical interest in today’s environment. The concept has at the centre of its attention the knowledge of the firm on how to manage its resources proactively in order to form new asset combinations and thereby capture economic rent. This knowledge is of particular importance if firms are to compete in the knowledge economy. The dynamic capabilities paradigm opens up perspectives for the all-encompassing analysis of various business strategy aspects, especially those that are crucial in ensuring a firm’s longterm success, such as entrepreneurship, change management or knowledge-based competitiveness. The concept of dynamic capabilities reveals what in fact amounts to a new mechanism of developing competitive advantages, one that is characteristic of innovative, informationdriven economy. This mechanism is founded not just on the firm’s pool of tacit knowledge (its key strategic asset), but primarily on the firm’s ability to capture economic returns from its knowledge assets. An argument may be put forward that the dynamic capabilities concept is at the core of a new strategy paradigm being formulated, and forms part of a new stage in strategic management theory
44
Olga, Igumnova, and Pantea Larisa. "Strategic human resources management under conditions of global competition." Geopolitical, Social Security and Freedom Journal 2, no. 2 (December 1, 2019): 25–33. http://dx.doi.org/10.2478/gssfj-2019-0013.
Full textAbstract:
Abstract The strategy of personnel policy should be subordinated to the general strategy of the organization, its strategic planning. Human resources management is determined by the goals and objectives of the organization. Its functions are associated with ensuring and maintaining the performance of staff. Investments in the personnel potential of the company became an indispensable condition for gaining and maintaining a stable position in the market and began to be taken into account in the personnel policy of the leading companies in the world. Today, the role of effective strategic management and, above all, personnel management, especially the process of planning of the development of human potential, its capabilities and perspectives. Enterprises that do not pay due attention to working with staff and do not direct personnel management towards business success are at risk of aggravation of survival problems.
45
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.
Full textAbstract:
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.
46
Sareen, Puja, and K. Venkat Subramanian. "e-HRM: A Strategic Reveiw." International Journal of Human Resource Studies 2, no. 3 (August 29, 2012): 119. http://dx.doi.org/10.5296/ijhrs.v2i3.2100.
Full textAbstract:
Today, HR is not treated as a single function. It’s a collection of highly specialized capabilities — each with distinct objectives, tasks and needs. There is an ever-increasing pressure on Human Resource (HR) function to support strategic goals and to focus on value adding activities. Organizations have realized the growing importance of using Information Technology (IT) in leveraging their Human Resource (HR) functions. This takes the form of e-HRM (Electronic Human Resource Management). The e-HRM revolution relies on cutting-edge information technology, ranging from Internet-enabled human resources information systems (HRIS) to corporate intranets and portals. The driving forces are intensifying competition, need to manage workforce on a global level, to improve HR service delivery and to bring cost savings. e-HRM enables HR leaders to become architects in the development of competitive organizational social systems.This paper reviews the research work done in the field of e-HRM. It provides insights into a framework of e-HRM, along with benefits and limitations. It discusses the impact of e-HRM on HR professionals. It seeks to identify implications for future research in this field.Key words: Human Resource(HR), Electronic Human Resource Management (e-HRM), Human Resource Information System(HRIS), Information Technolo
47
Rua, Orlando Lima. "From intangible resources to export performance." Review of International Business and Strategy 28, no. 3/4 (November 16, 2018): 373–94. http://dx.doi.org/10.1108/ribs-02-2018-0012.
Full textAbstract:
Purpose The purpose of this paper is to analyse the influence of intangible resources on export performance, considering the mediating effect of absorptive capabilities and innovation. Design/methodology/approach The authors use a quantitative research approach by conducting a quantitative study based on survey data from 247 Portuguese small- and medium-sized enterprises (SMEs) from the textile industry. Findings Findings suggest that: Intangible resources has a positive, significant and direct influence on absorptive capabilities and on export performance; intangible resources has not a significant and direct influence on innovation and on the opposite direction absorptive capabilities has a positive, significant and direct influence on it; innovation has a positive, significant and direct influence on export performance, contrary to absorptive capabilities that has not a significant and direct influence; and innovation has a mediating effect on the relationship between intangible resources and export performance, and the same does not happens on the relationship between absorptive capabilities and export performance. Practical implications This paper presents further evidences of the strategies that textile industry’s small firm managers should pursue, and policymakers should promote within the scope of the strategies associated to the system of tax benefits under negotiation for Portugal 2030. Originality/value While previous authors have attempted to analyse certain aspects of this process (connection between intangible resources and export performance), this research developed a framework that combines these ones with the mediating effect of absorptive capabilities and innovation. This study deepens our understanding and provides novel insights into strategic management and innovation literature, since it combines multiple factors and has obtained the importance of each construct in SMEs business growth.
48
Miemczyk, Joe, Mickey Howard, and Thomas E. Johnsen. "Dynamic development and execution of closed-loop supply chains: a natural resource-based view." Supply Chain Management: An International Journal 21, no. 4 (June 13, 2016): 453–69. http://dx.doi.org/10.1108/scm-12-2014-0405.
Full textAbstract:
Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC) perspective. Design/methodology/approach Two empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these views. Findings The paper shows how strategic resources help companies in two sectors achieve successful CLSC designs. Strategic supply chain collaboration is an important success factor but also presents a number of challenges. The NRBV is used to explain the importance of new resources in technology, knowledge and relationships and stresses the role of DCs to constantly address changes in the business environment to renew these strategic resources. Research limitations/implications This research elaborates on NRBV theory related to CLSCs and reinforces the inclusion of DCs. It specifies the application of NRBV in the context of textiles and carpet manufacture and highlights the inherent conflicts in seeking value while moving towards sustainable development. Practical implications Investments in technical and operational resources are required to create CLSCs. Pure closed-loop applications are impractical, requiring relationships with multiple external partners to obtain supply and demand for recycled products. Social implications CLSCs may provide opportunities for social enterprises or third sector organizations collaborating with manufacturers. Originality/value This paper provides insights into the constituent resources needed for successful CLSCs. It also helps move CLSC research from a tactical logistics problem to a problem of strategic resources and relational capabilities: what we term “dynamic supply chain execution”. This paper develops a framework for transitioning towards CLSCs, underlining the importance of co-development and forging new relationships through commitment to supply chain redesign, co-evolution with customers and suppliers and control of supply chain activities.
49
Seepana, Chandrasekararao, Fahian Anisul Huq, and Antony Paulraj. "Performance effects of entrepreneurial orientation, strategic intent and absorptive capacity within coopetitive relationships." International Journal of Operations & Production Management 41, no. 3 (March 4, 2021): 227–50. http://dx.doi.org/10.1108/ijopm-06-2020-0376.
Full textAbstract:
PurposeWhile the significance of organizational resources and capabilities is widely discussed, little is known about their interrelationships as well as benefits for firms that are involved in coopetitive relationships. Against this backdrop, the purpose of this paper is to investigate the performance effects of entrepreneurial orientation, strategic intent and potential absorptive capacity as well as their complementarity effects on operational and innovation performance for firms involved in horizontal coopetitive relationships.Design/methodology/approachDrawing upon the resource-based-view, dynamic capabilities and the relational view theories, this study forwards numerous hypotheses between the constructs of interest. The proposed hypotheses are tested utilizing survey data collected from 313 horizontal coopetitive relationships.FindingsThe results clearly suggest that entrepreneurial orientation, strategic intent and potential absorptive capacity could positively impact innovation and operational performance outcomes independently. In addition, the authors also find strategic intent and potential absorptive capacity to have differential moderating effects on the relationships between entrepreneurial orientation and the performance outcomes.Originality/valueThe findings suggest that although strategic intent and potential absorptive capacity could lead to performance benefits independently, when it comes to coopetitive relationships, the use of both these capabilities may not substantially increase the positive impact of entrepreneurial orientation on performance outcomes. Specifically, given that these capabilities could intensify competitiveness as well as hostility between partners, they seem to affect the firm's performance differently.
50
Jørgensen, Claus, Ole Uhrskov Friis, and Christian Koch. "Transforming capabilities in offshoring processes." Strategic Outsourcing: An International Journal 8, no. 1 (February 16, 2015): 53–75. http://dx.doi.org/10.1108/so-12-2014-0031.
Full textAbstract:
Purpose – This paper aims to focus on how organisational capabilities, enhancing the dynamic capability perspective, evolve during a more than five-year offshoring process in four Danish small- and medium-sized enterprises (SMEs). The strategic decision to offshore some manufacturing activities meant that capabilities were ruptured and had to be rebuilt. Design/methodology/approach – The empirical investigation took the form of qualitative case studies with a longitudinal orientation focussing in on a few events in the four cases (strategic change in the sourcing configuration) as a process research design (Pettigrew, 1990; Van de Ven, 2007). Interviews were transcribed and coded in NVivo. Findings – The four cases followed distinct trajectories, but they all changed their routines regarding how to handle knowledge, including both technology and human resources. A need for specific human resources acting as boundary spanners arose, transforming both intra- and inter-organisational practices in all four cases. More complex activities were moved offshore to enhance the dynamic capabilities of the companies regarding both product development as well as specific processes, thereby transforming/reconfiguring the organisational capabilities of the companies. However, in the two small-sized cases, more complex/less routinised activities were backsourced, demonstrating a significant problem over time with the development of sufficient organisational resources to maintain seizing and sensing capabilities within these companies in comparison with the two other medium-sized cases. Research limitations/implications – The fact that most of the data were generated from an inside-out perspective, taking the point of departure in the core firms, can be viewed as a limitation. The authors’ data on the wider network are also limited. Finally, the authors’ interviews are conducted relatively infrequently when considering the length of the process. Practical implications – The four longitudinal cases show that the longer-term offshoring journey does not involve a single path or a single best practice. The cases show captive as well as outsourcing arrangements and even enterprise transformations. The cases demonstrate a common focus on finding and nurturing core suppliers and core business processes, which can be characterised as continual learning and development of organising capabilities. Originality/value – The study contributes to the growing body of research into dynamic (organisational) capabilities in an offshoring and SME context.