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Article
Publication date: 24 November 2022

Huda Khan, Felix Mavondo and Nadia Zahoor

The resource-based view (RBV) emphasises the importance of resources for firm performance. However, recent research argues that the focus on firm performance should also…

Abstract

Purpose

The resource-based view (RBV) emphasises the importance of resources for firm performance. However, recent research argues that the focus on firm performance should also be based on inside-out (IO) and outside-in (OI) capabilities. Specifically, we study the importance of resources on product development (an IO) and market driving (an OI) entrepreneurial marketing capabilities on entrepreneurial firm performance in an emerging market. The study further investigates the moderating effects of marketing agility on the relationship between resources and capabilities.

Design/methodology/approach

The study is based on survey data of a multi-industry sample of 102 entrepreneurial firms in Pakistan.

Findings

The results show that marketing agility moderates the relationship between resource-mix flexibility on product development and market driving capabilities, but it only positively moderates the relationship between resource-mix inimitability and product development capability. Marketing driving and product development capabilities play a role as parallel mediators between resources and firm performance.

Originality/value

The study lies at the intersection of marketing and entrepreneurship literature by (1) providing a nuanced understanding of marketing agility as a boundary spanning factor for IO and OI entrepreneurial marketing capabilities; (2) integrating the resource types and product development from IO and market-driving from OI capabilities perspectives; (3) identifying the effects of IO and OI on firm performance providing guidance for entrepreneurs seeking improved firm performance.

Details

International Journal of Entrepreneurial Behavior & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 7 July 2022

Dafna Kariv, Luis Cisneros, Florence Guiliani and Rahma Chouchane

The paper aims to decipher, through intertwined external and internal perspectives, how female and male owners of family businesses (FB) that have been affected by the…

Abstract

Purpose

The paper aims to decipher, through intertwined external and internal perspectives, how female and male owners of family businesses (FB) that have been affected by the pandemic develop new capabilities to respond to the market's crisis-related needs. Specifically, this study seeks to decipher the role of external support, mediated by the owner's psychological capital (i.e. internal perspective) and moderated by gender, on the development of capabilities related to the market's changing needs, drawing on the dynamic capabilities conceptualization.

Design/methodology/approach

A sample of responses from 261 Canadian FB owners was generated during the pandemic, and online questionnaires were distributed.

Findings

Regression analyses and Hayes' PROCESS tool revealed that while external support directly invigorates capability development, external support is also mediated by psychological capital and moderated by gender, so that female owners were found less likely to use external support for capability development than men. These findings are explained by women's traditional responsibility in FB of protecting the family from external circumstances. Nevertheless, both women and men orchestrated external support, due to the higher psychological capital of FB, to develop capabilities that respond to pandemic-related market needs.

Originality/value

This study explores and demonstrates the unique navigation of FB owners during crises, and the role of the owner's gender in pursuing capability development. The study's value is in interconnecting external and internal perspectives while probing FB during crises. Implications for the ecosystem's conduct toward FB are discussed.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

Article
Publication date: 27 December 2021

Tabea Ramirez Hernandez and Melanie E. Kreye

Engineering-service (ES) development is characterised by high uncertainty, the management of which is crucial for the success of the offering during the provision of ESs…

Abstract

Purpose

Engineering-service (ES) development is characterised by high uncertainty, the management of which is crucial for the success of the offering during the provision of ESs. This paper studies suitable organisational capabilities to address different uncertainty types.

Design/methodology/approach

Based on conceptualisation of individual uncertainty types and organisational capabilities, this study investigated their empirical links through six case studies of ES development projects. The data consisted of 64 semi-structured interviews, 10 weeks of observational data and 166 supporting documents describing the projects.

Findings

The findings provide empirical evidence for four distinct uncertainty types (environmental, organisational, technical and relational uncertainty) and the organisational capabilities needed for addressing them. The authors identified unique dominant capabilities for each uncertainty type (commercialisation for environmental uncertainty, coordination for organisational and technical uncertainty, and relational capabilities for relational uncertainty), which were complemented with supporting capabilities, including project management and integration.

Originality/value

This study contributes to the service operations literature by merging previously separate research streams on uncertainty and organisational capabilities in ESs and servitization. Through this merge, this study offers a more coherent understanding by extending previously sporadic insights into specific links between individual uncertainty types and individual capabilities.

Details

International Journal of Operations & Production Management, vol. 42 no. 1
Type: Research Article
ISSN: 0144-3577

Keywords

Open Access
Article
Publication date: 5 August 2019

Risto Rajala, Saara A. Brax, Ari Virtanen and Anna Salonen

The purpose of this paper is to identify integrated solutions business as the first generation of servitized offerings and modular solution offerings as the second…

3744

Abstract

Purpose

The purpose of this paper is to identify integrated solutions business as the first generation of servitized offerings and modular solution offerings as the second development phase in servitization of original equipment manufacturers. This study examines how the servitized manufacturer, Kone, moves from integrated solutions to modular solutions business and develops the requisite capabilities to design, produce and implement modular solution offerings.

Design/methodology/approach

The paper reports a longitudinal case study of a provider of integrated solutions installed in buildings. During the ten years studied, the manufacturer implemented a strategic initiative to modularize its integrated solutions offering.

Findings

The firm’s transition to modular solutions progressed through three major capability development phases: solutions based on ad hoc integration, smart solutions based on modular design and through-chain modularity. The modular structure aims at fostering the efficiency of the solution offering and the associated production system.

Research limitations/implications

Leveraging the benefits of modularity calls for an aligned combination of strategic, operational and technical capabilities contributing to the integration of resources in a modular production system for the solution providers’ competitive performance.

Practical implications

The study reports how a solution provider can develop the operational capabilities to integrate the core and peripheral components into the solution, and orchestrate the modular production system.

Originality/value

This study is a rare longitudinal analysis of how a manufacturer builds a modular offering, the solution platform and the required competitive capabilities to provide the solution.

Details

International Journal of Operations & Production Management, vol. 39 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 5 October 2018

Fatemeh Salehi, Judith Zolkiewski, Helen Perks and Mohammad Ali Bahreini

The purpose of this study is to investigate the capabilities and roles of three types of actors, specifically technology-based start-ups, incumbent firms and…

Abstract

Purpose

The purpose of this study is to investigate the capabilities and roles of three types of actors, specifically technology-based start-ups, incumbent firms and intermediaries, in co-constructing a network for development and commercialization of an emerging technology. In particular, the research aims to understand how the roles played by network actors evolve during the development and commercialization process and what operational and dynamic capabilities are developed by actors through collaboration.

Design/methodology/approach

A single longitudinal case study methodology was applied to analyse roles and operational and dynamic capabilities developed in a network setting by multiple parties over time.

Findings

The findings indicate that actors need to take on new roles to be successful when dealing with an emerging technology in a network context and they need to develop certain dynamic capabilities to enact these roles. The study categorizes roles and capabilities of network actors through various stages of collaboration. Actors developed sensing capabilities in the pre-collaboration stage which drove joint new product development. During the collaboration, seizing capabilities were developed where resource commitment and alignment of resources among actors were essential. Capabilities gained through commercialization and large-scale production were predominantly transforming capabilities where actors realigned their structure and had positive impact on capability development in the wider network.

Research limitations/implications

Using data of a single case data may limit the applicability of the findings, which calls for future research.

Practical implications

The findings inform managers’’ and policymakers’ strategies related to participation in networks for development and commercialization of emerging technologies. The research provides insights about the role of large and small firms as well as intermediary organizations in development of nanotechnology and highlights that all network actors need to develop and utilize dynamic capabilities in all areas of sensing, seizing and transforming over time to be able to innovate and successfully commercialize a new product.

Originality/value

The research investigates evolution of operational and dynamic capabilities and roles of multiple actors over time in collaborative networks for development and commercialization of an emerging technology. Building on the dynamic capabilities concept, the study broadens our understanding of the evolution of these capabilities in a network setting and elaborates how capability development is linked to changes in roles.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 7 September 2020

Jorge Ferreira, Arnaldo Coelho and Luiz Moutinho

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new…

1785

Abstract

Purpose

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.

Design/methodology/approach

This investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.

Findings

The results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.

Research limitations/implications

This study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.

Practical implications

To fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performance

Originality/value

This paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

Details

Management Decision, vol. 59 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 20 June 2005

Sigrid De Wever, Annouk Lievens, Rudy Martens and Koen Vandenbempt

This paper reports on a case study research regarding the development of capabilities from a multidimensional social capital perspective. Case study research together with…

Abstract

This paper reports on a case study research regarding the development of capabilities from a multidimensional social capital perspective. Case study research together with a multi-disciplinary literature study are the platform for further theory development on the related questions: “How do organisations build capabilities?” and “What are the antecedents of the development of capabilities?.” We start by describing the theoretical origin of our research problem by focusing on a triangle: (1) the resource-based view; (2) the network approach; and (3) the social capital approach. Following this literature study, we discuss the case study research design that was developed within an industrial company (B2B). We next present the findings and refine our initial tentative conceptual framework.

Details

Competence Perspectives on Managing Interfirm Interactions
Type: Book
ISBN: 978-0-76231-169-9

Book part
Publication date: 4 February 2008

Sigrid De Wever

A firm's resources and capabilities can form the basis for performance differences among firms. The question is “how do firms face the challenge of acquiring resources and…

Abstract

A firm's resources and capabilities can form the basis for performance differences among firms. The question is “how do firms face the challenge of acquiring resources and developing capabilities during their day-to-day activities in order to face competition?” Case study research involving day-to-day activities of a project-firm in a B2B context suggests that social capital – the sum of structural, relational and cognitive resources – built in networks increases the ability to face the challenge of resource acquisition and capability development even during daily activities. A communication network study clearly maps this influence of social capital. More precisely, dominant or powerful employees should be avoided. Next to organizational structures characterized by hierarchy, high and low communications are also not desirable. Moreover, too much trust can harm firms’ abilities to develop capabilities when performing day-to-day activities. Even a complete shared vision hinders firms’ capability development during their day-to-day activities. This study supports the negative impact of overembeddedness; shows the value of articles discussing the downside of social capital and confirms the paradox of embeddedness: overembeddedness as well as underembeddedness has negative implications for a firm's performance. Moreover, from the research results important managerial lessons can be deducted, such as (1) the basis for performance differences can be formed during day-to-day activities and (2) social capital management is a critical success factor in outperforming competitors. Therefore, managers should be aware of the potential value embedded in their day-to-day activities and relationships based on economic transactions. They can leverage their day-to-day activities and relationships based on economic transactions and consider them as sources for resources and capabilities that can be deployed in their search for a competitive position. Moreover, managers should not only pay attention to their financial and human capital but also to the social capital built in the firm's networks and in their employees’ networks. Social capital can influence – among others – divisional learning and divisional capability development.

Details

Advances in Applied Business Strategy
Type: Book
ISBN: 978-1-84950-520-8

Article
Publication date: 1 April 2003

Sheila Jackson, Elaine Farndale and Andrew Kakabadse

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study…

6296

Abstract

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

Details

Journal of Management Development, vol. 22 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 11 June 2018

Yuanyuan Wu, Zhenzhong Ma and Milo Shaoqing Wang

The purpose of this paper is to explore the role of middle managers in the corporate entrepreneurship process that drives new capability development. Middle managers are…

1090

Abstract

Purpose

The purpose of this paper is to explore the role of middle managers in the corporate entrepreneurship process that drives new capability development. Middle managers are highlighted as key entrepreneurial agents because of their special position in an organization.

Design/methodology/approach

The paper draws on existing capability development and corporate entrepreneurship literature and develops a conceptual model and research propositions that are illustrated through three examples from a Chinese private firm.

Findings

This paper contends the dual role of middle managers, both as change implementers to follow pre-set rules of an existing corporate entrepreneurship system and as change initiators to bring new rules to improve the existing system.

Research limitations/implications

The paper is conceptual in nature, advancing the understanding of middle managers’ role in corporate entrepreneurship. The paper provides directions for future empirical research.

Practical implications

The interactions between middle managers and other organizational agents are discussed in the propositions. This paper suggests the importance of empowering middle managers to facilitate changes in complex internal environments.

Originality/value

The paper provides a unique theoretical contribution by introducing the interface-based, multi-level conceptual model of corporate entrepreneurship toward new capability development.

Details

European Business Review, vol. 30 no. 4
Type: Research Article
ISSN: 0955-534X

Keywords

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