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Article
Publication date: 4 January 2022

Chunhsien Wang, Tachia Chin and Chung-Te Ting

Drawing on social capital theory, we extend the concept of supply chain capital to examine whether structural and relational capital can strengthen the complementary

Abstract

Purpose

Drawing on social capital theory, we extend the concept of supply chain capital to examine whether structural and relational capital can strengthen the complementary capabilities of suppliers and enhance their performance.

Design/methodology/approach

The empirical study was conducted on 161 precision mold equipment suppliers. To evaluate the mediated moderation model of supply chain capital, we applied multiple linear regression to test our hypotheses.

Findings

We found that both structural and relational capital positively affect the complementary capabilities of suppliers and that these capabilities mediate the relationship between supply chain capital and supplier performance. Furthermore, structural capital positively and significantly moderates the mediating effect on the relationship between complementary capabilities and supplier performance.

Research limitations/implications

This study provides suggestions for suppliers that are equipped with sufficient structural and relational capital to effectively enhance their complementary capabilities. By considering the interaction between structural capital and complementary capabilities, suppliers can effectively improve their performance.

Originality/value

This novel research develops a theoretical model to examine the antecedents and consequences of supplier complementary capabilities. We contribute to a new line of research on supply chain capital, which aims to explore how it affects the complementary capabilities of suppliers by examining a practical supply chain activity setting.

Details

Journal of Intellectual Capital, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 2 October 2017

Rapeeporn Rungsithong, Klaus E. Meyer and Anthony S. Roath

This paper uses the relational capabilities perspective to provide new insights into the mediating role of relational capabilities and their performance implications…

Abstract

Purpose

This paper uses the relational capabilities perspective to provide new insights into the mediating role of relational capabilities and their performance implications. Specially, this paper aims to explain how characteristics of a partnership influence relational capabilities that in turn enhance firm performance.

Design/methodology/approach

Using data from an original survey of 156 partnership projects between buyers and suppliers in the Thai manufacturing sector, the authors use a structural model to test their hypotheses.

Findings

The empirical analysis shows that the impact of relational and economic attributes of a partnership on firm performance is mediated by knowledge sharing routines and complementary capability. However, the impact varies between operational and strategic performance, as relational capabilities are strongly associated with operational performance but only indirectly associated with strategic performance.

Practical implications

The need to coordinate and mobilize complementary resources not only increases the interdependence between buyers and suppliers but also contributes to firm performance. Specifically, operations can be enhanced by knowledge sharing routines and complementary capability. At a strategic level, operational effectiveness enables firms to benefit from inter-organizational relationships.

Originality/value

The authors contribute to industrial marketing knowledge by shedding light on mediation of relational capabilities between inter-organizational attributes and firm performance. The findings demonstrate the value of the relationship between a firm’s supply chain and its relational capabilities which in turn drive project performance.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 8
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 6 March 2020

Tahir Iqbal, Muhammad Shakeel Sadiq Jajja, Mohammad Khurrum Bhutta and Shahzad Naeem Qureshi

Lean (TQM and JIT) and agile manufacturing (AM) are viewed as strategic capabilities that can help firms to meet diverse set of market demands. However, the question…

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1135

Abstract

Purpose

Lean (TQM and JIT) and agile manufacturing (AM) are viewed as strategic capabilities that can help firms to meet diverse set of market demands. However, the question whether lean manufacturing and AM are complementary or competing capabilities is still open to discussion. This research proposes an integrated research framework that draws on complementary theory, theory of systems, and concept of fit to examine this question regarding these two strategic capabilities.

Design/methodology/approach

Data are collected from 248 apparel exporting firms, and the proposed model is evaluated using structural equation modeling.

Findings

Results show that lean manufacturing, AM, and supporting management and infrastructural practices have positive and complementary effects on firm's performance. Further, results depict that lean manufacturing and AM complementarity is a complete organizational synergistic phenomenon, and piecemeal implementation of these initiatives may lead to suboptimal or unsatisfactory results. Results also indicate that there is no significant direct (correlated and uncorrelated) relationship of management, infrastructure, lean manufacturing, and AM practices with firm's performance and support that lean manufacturing and AM are not competing paradigms.

Research limitations/implications

This research is based on cross-sectional data from one industry. Future research should collect data from diverse sectors in different countries.

Practical implications

This study provides a key insight for manufacturing managers that piecemeal implementation of lean manufacturing and AM does not yield optimal outcomes. In addition, study suggests that lean manufacturing and AM complementarity builds on strong foundation of strategic management and internal and external infrastructure. Therefore, managers should focus on development of skilled and empowered human resources, technological advancements, and learning and virtually integrated organizations for effective implementation of lean manufacturing and AM.

Originality/value

Proposed framework is one of the first, if not the first, that seeks to resolve the question: whether lean manufacturing and AM are complementary or competing capabilities. Complementary effects of lean manufacturing and AM along with management, internal infrastructure, and common external infrastructure practices have positive impact on performance. This study also segregated infrastructure practices into internal and common external infrastructure practices.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 4
Type: Research Article
ISSN: 1741-038X

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Book part
Publication date: 2 August 2016

Marco Ceccagnoli and Frank T. Rothaermel

This chapter explores the extent to which an innovator is able to capture innovation rents. After examining the two main drivers of such rents, the strength of the…

Abstract

This chapter explores the extent to which an innovator is able to capture innovation rents. After examining the two main drivers of such rents, the strength of the appropriability regime and the ownership of specialized complementary assets, the chapter examines how their interaction is so critical in affecting imitation, commercialization options, and firm performance. After reviewing the underlying conceptual framework and empirical evidence, and using a perspective that cuts across both time and industries, the authors then discuss the implications of innovation profits for the resources to be devoted to the discovery of new or improved product and processes.

Details

Technological Innovation: Generating Economic Results
Type: Book
ISBN: 978-1-78635-238-5

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Article
Publication date: 22 March 2011

Chinho Lin, JyunLin Jiang, Ya‐Jung Wu and ChiaChi Chang

The purpose of this paper is to present a cooperation model identifying the R&D capability as the central driver of startup commercialization strategy, by which new…

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2305

Abstract

Purpose

The purpose of this paper is to present a cooperation model identifying the R&D capability as the central driver of startup commercialization strategy, by which new startups can evaluate their relative R&D capability and consequently choose an appropriate commercialization strategy.

Design/methodology/approach

A cooperation model has been constructed, and drawing upon the patent data of 91 aluminum nitride manufacturers, the implications of R&D capability for commercialization strategy are illustrated.

Findings

The authors' analysis suggests that competitive interaction between startup innovators and established firms depends on the R&D capability of the startup innovators, which can be evaluated by patent data.

Practical implications

For technologically efficient firms, a high level of integration to achieve the benefits of economies of scope will lead to more profits. However, for technologically inefficient firms, maintaining a low level of integration to achieve the benefits of specialization is the better strategy.

Originality/value

This paper provides a simplified model which combines an evaluation of R&D capability using patent data with strategic decision making to facilitate successful commercialization in startups.

Details

Industrial Management & Data Systems, vol. 111 no. 3
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 29 September 2021

Yan Zuo and Di Song

The primary aim of this article is to develop an understanding that resolves and integrates the conflicting findings with regard to the effects of platform-owner entry on…

Abstract

Purpose

The primary aim of this article is to develop an understanding that resolves and integrates the conflicting findings with regard to the effects of platform-owner entry on the innovation of individual complementors.

Design/methodology/approach

Drawing on the platform ecosystem literature and the profiting from innovation (PFI) framework, this study presents a conceptual model that articulates how developers' marketing capabilities and the size of platform's installed base are two key moderators that explain the conflicting results between platform-owner entry and complementor innovations.

Findings

This article theorizes that platform owners' entry stimulates developers' innovations when the size of platform's installed base is large or when developers' marketing capabilities are strong while the entry can discourage innovations otherwise.

Originality/value

By proposing the conceptual model, this article makes important theoretical contributions to the rising literature on platform governance and complementor innovations. It lays a foundation for future research exploring the implications of platform-owner entry.

Details

Industrial Management & Data Systems, vol. 122 no. 1
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 26 October 2020

Mohammad Tayeenul Hoque, Mohammad Faisal Ahammad, Nikolaos Tzokas and Gillie Gabay

The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The…

Abstract

Purpose

The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also proposes the mediating role of competitive hybrid strategy and the moderating role of environmental responsiveness in explaining the relationship between DMC and export performance.

Design/methodology/approach

By following the dynamic capability notion of the marketing and competitive strategy literature, this paper proposes a novel conceptualization of the DMC development process and the possible effect of DMC on attaining competitive advantage.

Findings

The paper postulates that a firm’s DMC can reflect complementary power when its higher-level marketing capabilities are bundled together to detect distributing channel members’ crucial needs, competitors’ action plans and satisfying market demand. As yet little is known about the main underlying dimensions of higher-level DMC construct, the paper contributes in proposing the key dimensions of DMC.

Originality/value

This research advances the knowledge-based view and resource-based views and evolves a solid foundation of DMC constructs comprising four higher-order marketing capabilities, namely, ambidextrous market orientation, customer relationship management capability, brand management capability and new product development capability. Thus, this paper contributes in DMC literature in explaining export performance.

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Article
Publication date: 5 July 2018

Irène Kilubi and Helen Rogers

As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence…

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1763

Abstract

Purpose

As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016).

Design/methodology/approach

The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background.

Findings

Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness.

Originality/value

This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

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Article
Publication date: 29 January 2021

Farbod Fakhreddin, Pantea Foroudi and Mehdi Rasouli Ghahroudi

Based on the resource-based view and dynamic capabilities theory, this study aims to examine the complementarity between market orientations and launch proficiency as a…

Abstract

Purpose

Based on the resource-based view and dynamic capabilities theory, this study aims to examine the complementarity between market orientations and launch proficiency as a driver of new product performance.

Design/methodology/approach

In this research, an on-site survey of Iranian, research and development- intensive, manufacturing firms was carried out to examine the proposed hypotheses. Based on the 179 workable survey responses, a covariance-based structural equation modeling was applied to verify the proposed theoretical model.

Findings

The empirical findings reveal that the effects of market orientation or launch proficiency alone are not significant while the complementarity between them significantly influences new product performance. These research outcomes suggest that this complementarity leads to a bidirectional co-specialization relationship in firms, promoting both market intelligence generation processes and product-launch capabilities, and therefore resulting in superior new product performance.

Originality/value

The current characterization of the resource-based theory signifies that strategic resources merely have potential value and actualizing this value needs complementary organizational capabilities. Furthermore, the literature notably lacks empirical findings supporting these complementarities. Therefore, the findings concerning the bidirectional co-specialization between market orientation and launch proficiency not only provide empirical support for the dynamic capabilities theory but also address recent research calls to identify and calibrate the importance of dynamic capabilities for leveraging market orientation on new product performance.

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Article
Publication date: 28 January 2014

Martin Spring and Luis Araujo

The paper argues that indirect capabilities – the ability to access other organizations' capabilities – are an important and neglected part of firm strategy in procuring…

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3392

Abstract

Purpose

The paper argues that indirect capabilities – the ability to access other organizations' capabilities – are an important and neglected part of firm strategy in procuring complex performance (PCP) settings, and that this is especially so if these settings are treated as genuinely complex, rather than merely complicated. Elements of indirect capabilities are identified. The paper aims to discuss these issues.

Design/methodology/approach

This is a theoretical paper, drawing on complexity notions and Penrose's analysis of endogenous innovation to drive a disequilibrium-oriented discussion of the capabilities required by firms in a PCP setting.

Findings

Six inter-related elements of indirect capabilities are proposed and discussed: IT infrastructure, boundary management practices, contracting, interface artefacts, valuing others' capabilities and relating direct to indirect capabilities. These are important in PCP settings and in other operations and supply settings characterised by complexity.

Originality/value

This paper reconsiders the way complexity has been treated in the PCP literature and develops an extended discussion of the notion of indirect capabilities. It potentially provides the basis for an operations and supply strategy more attuned to the demands of shifting inter-organizational networks.

Details

International Journal of Operations & Production Management, vol. 34 no. 2
Type: Research Article
ISSN: 0144-3577

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