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11 – 20 of over 1000
Article
Publication date: 30 May 2008

Karim Moustaghfir

Organizational knowledge assets have been identified as sources of competitive advantage. It is therefore critical that organizations understand how they impact on performance in

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Abstract

Purpose

Organizational knowledge assets have been identified as sources of competitive advantage. It is therefore critical that organizations understand how they impact on performance in order to effectively manage these assets. This paper aims to extend the “knowledge‐value chain”, recently introduced in the management literature, by integrating the concept of dynamic capabilities. Based on a systematic review of the literature it seeks to demonstrate the important role of dynamic capabilities in the relationship between knowledge asset management and firm performance. This paper aims to argue that the effective management of knowledge asset enhances the value of organizational competencies, which in turn support organizational processes, products and services. Dynamic capabilities take the role of continuously shaping operating routines and competencies, and consequently deliver superior long‐term performance.

Design/methodology/approach

The central objective of the article is to extend the work presented by Carlucci et al. with the concept of dynamic capabilities. Carlucci et al. introduce the “knowledge value chain” as a model linking knowledge assets with firm performance.

Findings

Based on an extensive systematic literature review, a recognized evidence‐based tool for theory building, the paper finds that dynamic capabilities represent a missing component in the relationship between knowledge assets and firm performance.

Practical implications

It is believed that the insights presented in this paper represent the theoretical basis for the development of a conceptual framework on how effective knowledge asset management affect the overall business performance and improve the value‐generating activity of a company.

Originality/value

The paper reveals that knowledge assets interact with each other through learning mechanisms and knowledge management processes enable the generation of new knowledge, and the development of organizational routines that form the building blocks of firm's competencies. These organizational competencies, hence, condition the efficiency and the effectiveness of business processes, and consequently the value of firm's products and services. Dynamic capabilities shape and systematically reconfigure organizational competencies, through assimilating new knowledge, and linking, organizing and integrating the generated knowledge into organizational routines.

Details

Measuring Business Excellence, vol. 12 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 19 August 2010

Ziyi Wei

Since China initiated its “go global” policy that promotes its overseas investment, China’s Outward Foreign Direct Investment (OFDI) has increased almost twenty times during the…

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Abstract

Since China initiated its “go global” policy that promotes its overseas investment, China’s Outward Foreign Direct Investment (OFDI) has increased almost twenty times during the last 10 years, reaching $55.9 billion in 2008. The issue of internationalization of Chinese OFDI has attracted increasing attention of researchers from a business perspective. This article systematically reviews the previous studies on overseas investments by Chinese MNEs and discusses the characteristics of Chinese internationalization behavior at both firm level and country level. The internationalization of Chinese companies cannot be understood as a simple game of “catch up” with established MNEs, and more firm‐level empirical studies should be carried out on how these characteristics influence firms’ strategic decisions.

Details

Multinational Business Review, vol. 18 no. 3
Type: Research Article
ISSN: 1525-383X

Keywords

Article
Publication date: 19 September 2019

Jaider Vega-Jurado, Jana Schmutzler, Liney Manjarrés-Henríquez and Jean Vega-Cárcamo

This study aims to tackle the influence of top management team (TMT), socialization capabilities and their interactions on absorptive capacity (ACAP). Specifically, this paper…

Abstract

Purpose

This study aims to tackle the influence of top management team (TMT), socialization capabilities and their interactions on absorptive capacity (ACAP). Specifically, this paper examines a TMT’s diversity and coordination as an “enabler” with the potential to trigger the processes involved in the generation of ACAP.

Design/methodology/approach

The authors relied on a database comprising 96 manufacturing firms in a developing country. Due to the model suggested as well as the sample size, they opted for a PLS-SEM methodology.

Findings

The empirical results show that TMT diversity is not significantly related to firm’s ACAP. Additionally, they provide evidence for a mediation of the relationship between a TMT coordination and ACAP through socialization capabilities.

Research limitations/implications

This paper presents a theoretical framework that underscores the influence of TMT on different dimensions of ACAP. Based on the upper echelon theory, the authors suggest that this is of utmost importance given that the extent to which knowledge is acquired, integrated and exploited within the firm can be contingent on the configuration and collaborative structure of the TMT. The results show that TMT coordination influences firm’s ACAP when it is complemented effectively by structural mechanisms for fostering greater communication, collaboration and cohesiveness between the members of an organization.

Practical implications

To configure a TMT merely to have diversity or guarantee the coordination between the team members is not enough to foster firm’s ACAP. An alignment of a coordinated TMT with the possibility for employees to freely communicate across functional areas and hierarchical limits is a prerequisite for the acquisition, assimilation, transformation and exploitation of external knowledge.

Originality/value

The authors consider that this study raises areas for further consideration in efforts to understand how individual-based resources (e.g. TMT configuration) can be transformed into systemic knowledge-based capability (e.g. ACAP).

Objetivo

Este estudio tiene como objetivo analizar la influencia del Equipo de alta dirección (TMT) y las capacidades de socialización de una empresa sobre su capacidad de absorción. Específicamente, este documento examina en primer lugar, la diversidad y coordinación del TMT como “facilitadores” con el potencial de desencadenar los procesos involucrados en el desarrollo de la capacidad de absorción empresarial y, en segundo lugar, estudia un efecto de mediación de la coordinación del TMT a través de las capacidades de socialización de la organización.

Diseño/metodología

El análisis está basado en una muestra de 96 empresas manufactureras en un país en desarrollo. Debido al modelo sugerido, así como al tamaño de la muestra, optamos por una metodología PLS-SEM.

Resultados

Los resultados muestran que la diversidad del TMT no está significativamente relacionada con la capacidad de absorción de la empresa. Además, la evidencia muestra que la coordinación del TMT influye en la capacidad de absorción de la empresa cuando se complementa de manera efectiva con mecanismos estructurales orientados a fomentar una mayor comunicación, colaboración y cohesión entre los miembros de una organización.

Implicaciones prácticas

Configurar un TMT simplemente para tener diversidad o garantizar la coordinación entre los miembros del equipo no es suficiente para fomentar la capacidad de absorción de la empresa. Una alineación de un TMT coordinado con la posibilidad de que los empleados se comuniquen libremente a través de áreas funcionales y límites jerárquicos es un pre-requisito para la adquisición, asimilación, transformación y explotación del conocimiento externo.

Originalidad/valor

Este artículo presenta un marco teórico que subraya la influencia del TMT sobre diferentes dimensiones de la capacidad de absorción. Basándonos en la Teoría del escalón superior, sugerimos que esta relación es de suma importancia, dado que la medida en que el conocimiento se adquiere, se integra y se explota dentro de la empresa puede depender de la configuración y la estructura de colaboración del TMT. Los autores consideran que este estudio plantea nuevas consideraciones en lo que respecta a los esfuerzos por comprender cómo los recursos y capacidades individuales (por ejemplo, la configuración del TMT) se pueden transformar en una capacidad sistémica basada en el conocimiento (por ejemplo, capacidad de absorción)

Palabras clave

Capacidad de absorción, Equipo de alta dirección, Capacidades de socialización, Coordinación del equipo de alta dirección, Diversidad del equipo de alta dirección, PLS-SEM

Tipo de artículo

Artículo de investigación

Objetivo

Este estudo tem como objetivo analisar a influência do top management team (TMT) e as capacidades de socialização de uma empresa em sua capacidade de absorção. Especificamente, este artigo examina a diversidade e a coordenação do TMT como “facilitadores” com potencial para desencadear os processos envolvidos no desenvolvimento da capacidade de absorção de negócios e, em segundo lugar, estuda um efeito de mediação da coordenação de TMT para através das capacidades de socialização da organização.

Design/metodologia/abordagem

A análise é baseada em uma amostra 96 empresas de manufatura em um país em desenvolvimento. Devido ao modelo sugerido, bem como ao tamanho da amostra, optamos por uma metodologia PLS-SEM.

Resultados

Os resultados mostram que a diversidade do TMT não está significativamente relacionada à capacidade de absorção da empresa. Além disso, as evidências enfatizam que a coordenação das TMT influencia a capacidade de absorção da empresa quando é efetivamente complementada por mecanismos estruturais que visam promover maior comunicação, colaboração e coesão entre os membros de uma organização.

Implicações práticas

Configurar um TMT simplesmente para ter diversidade ou garantir a coordenação entre os membros da equipe não é suficiente para estimular a capacidade de absorção da empresa. Um alinhamento de um TMT coordenado com a possibilidade de os funcionários se comunicarem livremente através de áreas funcionais e limites hierárquicos é um pré-requisito para a aquisição, assimilação, transformação e exploração de conhecimento externo.

Originalidade/valor

Este artigo apresenta um referencial teórico que destaca a influência do TMT em diferentes dimensões da capacidade de absorção. Com base na teoria do escalão superior, sugerimos que essa relação é muito importante, uma vez que a medida em que o conhecimento é adquirido, integrado e explorado dentro da empresa pode depender da configuração e estrutura de colaboração do TMT. Os autores consideram que este estudo levanta novas considerações sobre os esforços para entender como os recursos e capacidades individuais (por exemplo, configuração TMT) podem ser transformados em uma capacidade sistêmica baseada no conhecimento (por exemplo, capacidade de absorção)

Palavras chave

Capacidade de absorção, Equipe de alta gerência, Capacidade de socialização, Coordenação da equipe de alta gerência, D da equipe de alta gerência, PLS-SEM

Tipo de artigo

Artigo de pesquisa

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1536-5433

Keywords

Article
Publication date: 7 October 2014

Gaston Fornes and Alan Butt-Philip

This paper aims to analyse the characteristics of Chinese multinational corporations in other emerging economies using evidence from Latin America (LA) vis-à-vis the features…

Abstract

Purpose

This paper aims to analyse the characteristics of Chinese multinational corporations in other emerging economies using evidence from Latin America (LA) vis-à-vis the features found in previous studies of Chinese companies operating in developed countries.

Design

It does this by studying the fit of theoretical frameworks recently developed for Chinese firms, the support from the government and the strength of their capabilities in relation to those of local competitors. The analysis is based on case studies with data collected from a theoretical sample of Chinese companies operating in LA.

Findings

The results show that these companies seem to be following a pattern similar to that described by Mathews’s (2006) Linkage–Leverage–Learning, that the support from the government does not seem to play an important role in their internationalisation process, that they appear to have developed a set of capabilities strong enough to compete in the host market (in particular how to combine their strengths with those of local partners) and that they are engaged in a positive cycle of development that helps them to overcome some of the challenges and barriers of operating in Latin American emerging markets by complementing/leveraging their strengths with those of local firms.

Originality/value

The findings indicate that Chinese companies are following patterns in their internationalisation to Latin American emerging markets that seems to be a combination of conventional theories (including previous studies on emerging markets-based firms) with idiosyncratic elements.

Details

European Business Review, vol. 26 no. 6
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 11 March 2022

Elisabeth Supriharyanti and Badri Munir Sukoco

The purpose of this paper is to systematically review existing research on organizational change capabilities (OCC), which remains fragmented. This study aims to fill gaps in the…

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Abstract

Purpose

The purpose of this paper is to systematically review existing research on organizational change capabilities (OCC), which remains fragmented. This study aims to fill gaps in the literature by scientifically discussing contributions and highlighting the main issues with previous research findings regarding the dimensions that comprise them, as well as the antecedents and consequences of OCC.

Design/methodology/approach

This paper searched all research that studied OCC and published from 2005 to 2020. In total, 48 studies out of 249, found on Scopus and EBSCO-host, were included in the review.

Findings

This research found that OCC is a complex concept and that it has many definitions and dimensions. The findings also suggest that existing research has found that a number of organizational and individual factors are antecedents of OCC and have consequences for organizational outcomes.

Research limitations/implications

This review was only conducted on scientific publications from two article databases. Future research should search other databases on OCC as the broad concept may provide additional insights.

Originality/value

Literature on OCC is limited, and there is still no generally accepted definition of OCC, the different perspectives and measurement dimensions. On the other hand, for academics and practitioners, this study provides a comprehensive, critical systematization of the limited OCC academic literature. This study also offers opportunities for further research to address the limitations of empirical testing of OCC constructs, antecedents and consequences of the various theories and methodologies.

Article
Publication date: 9 May 2016

Andrea Ganzaroli, Ivan De Noni, Luigi Orsi and Fiorenza Belussi

The purpose of this paper is to investigate the combined effect of Mergers and Acquisitions (M & A) partners’ technological relatedness and the acquirer’s effective…

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Abstract

Purpose

The purpose of this paper is to investigate the combined effect of Mergers and Acquisitions (M & A) partners’ technological relatedness and the acquirer’s effective utilization of the target’s knowledge on explorative and exploitative invention performance post-M & A.

Design/methodology/approach

Based on the knowledge perspective of an M & A, this study measures how much of the target’s knowledge acquired in an M & A has been effectively transformed into new knowledge. A negative binomial regression on a cross-sectional data set of 152 bio-pharmaceutical firms (59 European firms and 93 North American firms) completing at least one M & A in the period between 2001 and 2005 is conducted. The effect of knowledge utilization is assessed by comparing performance six years before the M & A and six years after.

Findings

The effective assimilation and utilization of acquired knowledge positively affects both acquirers’ explorative and exploitative performance post-M & As. The combined effect with technological relatedness, measured as similarity and complementarity, further enhances the acquirer’s technological performance. However, while the utilization of similar knowledge significantly affects only exploitative invention performance, the utilization of complementary knowledge influences both, although explorative more than exploitative performance.

Originality/value

The acquirer’s ability to effectively use the target’s knowledge is crucial in order to support the transformation of the inventive potential, such as is embodied in the interaction between an internal and an external base of knowledge, into new explorative and exploitative performance.

Details

European Journal of Innovation Management, vol. 19 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 13 February 2017

Aparna Raman and Sangeeta Shah Bharadwaj

The purpose of t1his paper is to develop an instrument to measure agile services based on dynamic capabilities theory. The paper investigates the service agility through two…

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Abstract

Purpose

The purpose of t1his paper is to develop an instrument to measure agile services based on dynamic capabilities theory. The paper investigates the service agility through two building blocks service sensing and seizing agility and service responding agility.

Design/methodology/approach

The items were generated using existing scales, content analysis and using in-depth interview. The scale was validated using data from Indian services industry.

Findings

A pool of 32 items for dynamic service capabilities enabling agile services and 12 items for agile services were proposed. Empirical validation shows that the scale exhibits high levels of reliability.

Research limitations/implications

The new concept of agile services has been introduced, which is of recent interest to both practitioners and academicians alike. The limitations of the study include a low respondent rate.

Practical implications

Organizations need measure the degree of agile services and different capabilities this can facilitate agile services. This scale can act as a foundation for organizations to evaluate their capabilities. This scale will act as a tool for top managers to assess their capabilities and suitably improve the capabilities of their services.

Originality/value

The capabilities enabling agile services are based on the dynamic capabilities framework and a new construct (agile services) is being proposed. This scale will be a theoretical contribution to this literature.

Details

Journal of Enterprise Information Management, vol. 30 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 1 June 2004

Yiannis E. Spanos and Gregory Prastacos

Despite the theoretical and managerial importance of the notion of organizational capabilities, it is still not entirely clear what capabilities are and how they are created. With…

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Abstract

Despite the theoretical and managerial importance of the notion of organizational capabilities, it is still not entirely clear what capabilities are and how they are created. With this aim, building on the extant literature, we propose a conceptual framework that accounts for both the constituent elements and the creation of organizational capabilities. Constituent elements refer to the knowledge underlying the firm’s capacity to act, and to human actors as the subjects of knowledge creation and application. Much like a weaving process, the creation of organizational capabilities entails the synthesis and integration of constituent elements within the realm of a behavioral “place” that represents a particular condensation of actors and knowledge flows within the broader organization. The capacity of the firm to build organizational capabilities, by itself a meta‐capability, is affected by the institutional qualities of its socio‐cultural environment. Within the context of this framework, the question of what constitutes a firm’s unique competence, compared to its normal activities, equates with the question whether a particular group of organizational actors exist with the requisite resources (basically the knowledge and skills of its members) and socio‐cultural configuration so as to perform value‐adding activities that cannot be imitated by rivals.

Details

Journal of Knowledge Management, vol. 8 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 11 October 2021

Siddharth Gaurav Majhi, Arindam Mukherjee and Ambuj Anand

Novel and emerging technologies such as cognitive analytics attract a lot of hype among academic researchers and practitioners. However, returns on investments in these…

Abstract

Purpose

Novel and emerging technologies such as cognitive analytics attract a lot of hype among academic researchers and practitioners. However, returns on investments in these technologies are often poor. So, identifying mechanisms through which cognitive analytics can add value to firms is a critical research gap. The purpose of this paper is to theorize how cognitive analytics technologies can enable the dynamic capabilities of sensing, seizing and reconfiguring for an organization.

Design/methodology/approach

This conceptual paper draws on the extant academic literature on cognitive analytics and related technologies, the business value of analytics and artificial intelligence and the dynamic capabilities perspective, to establish the role of cognitive analytics technologies in enabling the sensing, seizing and reconfiguring capabilities of an organization.

Findings

Through arguments grounded in existing conceptual and empirical academic literature, this paper develops propositions and a theoretical framework linking cognitive analytics technologies with organizations’ dynamic capabilities (sensing, seizing and reconfiguring).

Research limitations/implications

This paper has critical implications for both academic research and managerial practice. First, the authors develop a framework using the dynamic capabilities theoretical perspective to establish a novel pathway for the business value of cognitive analytics technology. Second, cognitive analytics is proposed as a novel antecedent of the dynamic organizational capabilities of sensing, seizing and reconfiguring.

Originality/value

To the best of the authors’ knowledge, this is the first paper to theorize how cognitive analytics technologies can enable dynamic organizational capabilities, and thus add business value to an organization.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 53 no. 6
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 21 April 2022

Lu-Jui Chen, Hung-Tai Tsou and Wen-Ruey Lee

In this study, the authors argue that the host environment of subsidiaries may affect subsidiary initiative via relationships with two stakeholders: public and private…

Abstract

Purpose

In this study, the authors argue that the host environment of subsidiaries may affect subsidiary initiative via relationships with two stakeholders: public and private stakeholders. On the one hand, the public relationships and private relationships of subsidiaries may affect their tendency to demonstrate initiative. On the other hand, including technological innovation as a moderating effect supports the tendency towards subsidiary initiative.

Design/methodology/approach

This study obtained the data through a survey of 216 subsidiaries in China; chief executive officer or senior managers were selected as the data collection sources. AMOS analysis was used to address sophisticated data analysis issues.

Findings

Findings based on samples from China support these arguments. The findings contribute to the literature by highlighting that different types of subsidiary initiative coexist within subsidiaries and by accounting for the external environmental relationships and technological innovation.

Originality/value

What determines subsidiary initiatives in the host market? We find that (1) public relationships directly influence subsidiary initiatives, and (2) this effect is moderated by technological innovation. The theoretical framework shows that this interaction arises from the separate impacts of innovation characteristics, especially a foreign subsidiary's interest in entrepreneurial action affecting both growth and maintenance initiatives. In summary, this article concludes that initiatives are not simply the activities of subsidiaries. The authors hope that the strong explanatory and predictive power of these external factors and technological innovation are further enhanced when these concepts are integrated with the charters of internationalizing MNEs.

Details

Asia-Pacific Journal of Business Administration, vol. 15 no. 3
Type: Research Article
ISSN: 1757-4323

Keywords

11 – 20 of over 1000