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Article
Publication date: 19 December 2023

Md Rokonuzzaman, Abdullah Alhidari, Ahasan Harun, Audhesh Paswan and Derrick D'Souza

Hoping to increase the productivity of their employees, firms provide and expect their employees to use approved mobile apps. However, despite an intuitive appeal, the…

Abstract

Purpose

Hoping to increase the productivity of their employees, firms provide and expect their employees to use approved mobile apps. However, despite an intuitive appeal, the relationship between information technology usage and productivity is still seen as paradoxical. This study examines the relationship between employees' experience and engagement with business mobile apps provided by employers and its effects on employee work productivity.

Design/methodology/approach

Data from respondents who use employer-provided business apps were used to test the hypotheses. Measurement-corrected latent scores extracted from the PLS measurement evaluation were used in regression-centric assessment using PROCESS.

Findings

Results indicate that employee-users’ experience-based attributions of the business app, i.e. customization, performance quality and compatibility, have positive effects on productivity mediated by participation intensity. Further, work type (retail vs non-retail) and the depth of the employee user’s experience moderate experience-based attributions' indirect effects on productivity.

Originality/value

Unlike previous studies delving into this topic, this study focuses solely on the mediation and moderation effects for hypothesis testing. Specifically, this study investigates effects conditional on work type (retail vs non-retail), which the authors believe has significant implications for retailing. These findings have interesting implications for both future research and managers.

Details

Industrial Management & Data Systems, vol. 124 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 14 October 2019

Saurabh Srivastava and Derrick E. D’Souza

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can…

Abstract

Purpose

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can be identified across organizations.

Design/methodology/approach

Survey design is used to collect data from upper- and mid-level managers of organizations operating in the software industry. A total of 219 responses are used to test the study hypotheses. Partial least squares structural equation modeling and regression analysis are used for data analysis and hypotheses testing.

Findings

Results suggest that the alignment between strategic thinking and absorptive capacity is different for organizations with a prospector-type strategic orientation compared to organizations with other types (defenders and analyzers) of strategic orientations. The study also finds that the pattern of alignment holds for each dimension of absorptive capacity.

Originality/value

There is limited research on the alignment between the three types of organizational capabilities (metaphysical, dynamic and ordinary). This may have transcended from arguments that if organizational capabilities are truly idiosyncratic, they should not be expected to follow a predictable pattern of alignments across organizations. To the best of the authors’ knowledge, this study is the first to empirically investigate and provide evidence that the alignment between organizational capabilities is contingent on the strategic orientation of the organizations. The findings offer hope for the development of a generalizable theory of organizational capability alignment in organizations.

Details

Management Research Review, vol. 43 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 23 October 2023

Md Kamrul Hasan and Derrick D'Souza

Taking an organizational perspective, this paper aims to understand how organizations respond to such strong and concurrent societal effects, and to answer the question, “How…

Abstract

Purpose

Taking an organizational perspective, this paper aims to understand how organizations respond to such strong and concurrent societal effects, and to answer the question, “How should researchers conceptualize the symbiotic relationship between society and business during a catastrophic societal event?”

Design/methodology/approach

The authors highlight through numerous examples, the impact of COVID-19 on society is well-evidenced in the research. They also draw on such evidence of the effects of catastrophic societal events like COVID-19 to support the appropriateness of this conceptualization.

Findings

The authors found that organizations that use both short- and long-term activities concurrently are better able to tackle the concurrent short- and long-term effects of catastrophic events like COVID-19.

Originality/value

The authors use ambidexterity theory, supported by evidence derived from organizational responses to COVID-19, to offer a new and more comprehensive conceptualization that frames the concurrent and interrelated short-term and long-term organizational response to a catastrophic societal event. Further, they highlight the importance of studying such organizational responses in the context of the organization’s referent groups.

Details

Society and Business Review, vol. 19 no. 3
Type: Research Article
ISSN: 1746-5680

Keywords

Article
Publication date: 16 December 2019

Saurabh Srivastava and Derrick D’Souza

Recently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity. Strategic…

Abstract

Purpose

Recently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity. Strategic thinking is one such managerial capability that guides managers during the development of organizational capabilities. The purpose of this paper is to empirically investigate the influence of managerial strategic thinking on the development of absorptive capacity.

Design/methodology/approach

Data were collected using a sample of 324 senior-level and mid-level managers from the software industry. PLS-SEM was used to test the hypothesized relationships.

Findings

Study results indicate that managerial strategic thinking is positively related to absorptive capacity, as well as to each of its four components – acquisition, assimilation, transformation and exploitation.

Originality/value

The current study adopts a micro-foundations perspective and delves into the development and orchestration of organizational capabilities. This study is the first to empirically investigate the relationship between managerial strategic thinking and absorptive capacity. Prior literature on absorptive capacity has focused on its influence on phenomena that are downstream to absorptive capacity, e.g. innovation, new product development and firm performance. The research offers new insights into the relationship between absorptive capacity and managerial strategic thinking, a hitherto unexplored upstream phenomenon. Scholars have theorized that managerial strategic thinking plays a pivotal role in managerial decisions, making it a critical factor in developing the absorptive capacity of an organization. The authors believe that the empirical evidence of the theorized relationship offers valuable insights that will aid scholarly research on organizational capabilities.

Details

Journal of Strategy and Management, vol. 13 no. 1
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 6 May 2014

Audhesh K. Paswan, Derrick D'Souza and Rajasree K. Rajamma

– This paper proposes a knowledge-exchange framework for value co-creation in franchise network.

2538

Abstract

Purpose

This paper proposes a knowledge-exchange framework for value co-creation in franchise network.

Design/methodology/approach

This conceptual study integrates literature on franchising, knowledge based view of the firm, absorptive capacity, and service dominant logic to propose a theoretical framework for value co-creation in franchising using knowledge as an operant resource.

Findings

The proposed framework suggests that in a franchise network value is co-created by three key actors – franchisor, franchisees, and the customers; the operant resource these key actors bring to the value creation process is knowledge; and the absorptive capacity of principal actors and the appropriation hazard affect the flow and sharing of knowledge.

Research limitations/implications

The authors hope that the proposed knowledge exchange framework for value co-creation in franchise networks provides an impetus for future research in this critical aspect of franchising – i.e. viewing knowledge as an operant resource and viewing the three actors as resource integrators and co-creators of value.

Practical implications

The proposed framework suggests that managers in franchise industry should stop looking at consumers and franchisees as passive operand resources, but look at them as operant resource. They should also alter their perspective about the source of competitive advantage, with the focus shifting to knowledge as the operant resource.

Originality/value

The study takes a new approach to value creation in a franchising network by introducing the concept of knowledge as an operant source.

Details

Journal of Services Marketing, vol. 28 no. 2
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 1 June 1995

M. Krishna Erramilli and Derrick E. D′Souza

The strength of the relationship between uncertainty and the firm′sdecision to engage in foreign direct investment (FDI) is moderated byfactors such as capital intensity and firm…

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Abstract

The strength of the relationship between uncertainty and the firm′s decision to engage in foreign direct investment (FDI) is moderated by factors such as capital intensity and firm size. Recognizes two types of uncertainty, internal and external. Develops specific hypotheses about how the influence of external uncertainty on FDI is conditioned by certain moderators. Not enough is known about how internal uncertainty affects the FDI to develop specific predictions about moderators. However, these effects are empirically determined. Uses data on US international service firms to test the various effects using logistic regression. Results suggest that the moderators affect both the strength and the direction of the impact that internal and external uncertainty have on foreign direct investment.

Details

International Marketing Review, vol. 12 no. 3
Type: Research Article
ISSN: 0265-1335

Keywords

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