Search results

1 – 10 of over 39000
To view the access options for this content please click here
Article
Publication date: 15 May 2017

Yevgen Bogodistov and Veit Wohlgemuth

The purpose of this study is to enhance the existing enterprise risk-management (ERM) theory by introducing both a resource-based view and a dynamic capability

Downloads
3701

Abstract

Purpose

The purpose of this study is to enhance the existing enterprise risk-management (ERM) theory by introducing both a resource-based view and a dynamic capability perspective. These strategic management concepts might resolve several theoretical shortcomings in the field of risk management. The concept of risk-management capabilities is proposed as an explanation of a firm’s risk resilience.

Design/methodology/approach

This paper is conceptual in nature. For illustrative purposes, the paper refers to practical examples.

Findings

First, the resource-based view provides a framework that helps to set priorities in risk management. Second, the dynamic capability perspective illustrates how firms can handle unforeseen events. Third, it is proposed that dynamic capabilities are needed to allow a constant reassessment of the impact of specific resources and, consequently, of ERM priorities. Fourth, a risk-management capability, as an integral part of a dynamic capability, allows firms to develop risk resilience in turbulent environments.

Research limitations/implications

This paper develops an enhanced framework for ERM within specific boundary conditions. It shows how priorities at the strategic level are to be set, and how these priorities influence the operational level of risk management.

Practical implications

The framework provides clear guidelines on setting priorities in ERM and implementing a risk-management process within firms.

Originality/value

This study contributes to the theoretical literature on ERM by enhancing it through a new framework. The resource-based view and dynamic capability perspective benefit through insights from risk-management literature.

Details

The Journal of Risk Finance, vol. 18 no. 3
Type: Research Article
ISSN: 1526-5943

Keywords

Content available
Article
Publication date: 15 June 2015

Ville Eloranta and Taija Turunen

The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories  

Downloads
22416

Abstract

Purpose

The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories – competitive forces, the resource-based view, dynamic capabilities, and relational view – are applied in the analysis.

Design/methodology/approach

A systematic literature review analyzes the links between the service infusion and strategy literature.

Findings

The review reveals that although discussion of service infusion applies strategic management concepts, the stream lacks rigor with respect to construct definition and justification. Additionally, contextual variables are often missing. The result is an over-emphasis of contextually bound measures, such as technology, and focal actors.

Research limitations/implications

The growing trends toward social networks, co-specialization, actor dependency and shared resources encourage service infusion scholars to focus on network-related and relational capabilities, co-opetition, open business models, and relational rent extraction. Furthermore, service infusion research would benefit from considering strategy-based theoretical discussions, constructs, and constraints that would improve the scientific rigor, impact and contribution.

Originality/value

This paper represents a systematic attempt to link the service infusion literature with strategic management theories and thoroughly analyzes the knowledge gaps and possible misconceptions.

Details

Journal of Service Management, vol. 26 no. 3
Type: Research Article
ISSN: 1757-5818

Keywords

To view the access options for this content please click here
Article
Publication date: 27 November 2020

Abdussamet Polater

The main purpose of this paper is to examine the extant literature of humanitarian supply chain management (HSCM) which specifically use dynamic capabilities (DCs) view

Abstract

Purpose

The main purpose of this paper is to examine the extant literature of humanitarian supply chain management (HSCM) which specifically use dynamic capabilities (DCs) view. By this means, the objectives of this study are to identify and assess the DCs used in the HSCM context, the factors positively and negatively affecting the DCs and how the DCs affect humanitarian supply chain (HSC) operations. Furthermore, this research aims to give directions for future research in the field of HSCM.

Design/methodology/approach

This study adopts systematic literature review (SLR) approach proposed by Denyer and Tranfield (2009). Based on a SLR, this study synthesizes and compares the evidence, has a specific focus and research questions, has certain inclusion and exclusion criteria and provides evidence-based implications to the researchers and practitioners. This is a method which is replicable, transparent and auditable. The SLR methodology provides scholars and practitioners a basis for comprehending the current situation of relevant topic and taking correct steps in their future actions.

Findings

This SLR deduces that applying DCs view is still in its infancy in the HSCM literature. The result of this SLR reveals that supply chain agility (SCA), supply chain resilience (SCR), reconfiguration/transformation, integration, (short-term) collaboration, sustaining, sensing, seizing and knowledge access DCs have been used in the HSCM literature. In addition, it is determined that only one paper analyzed the influence of DCs on predisaster performance while rest of the papers focused on the postdisaster performance.

Originality/value

The result of the exhaustive literature search indicates that this is the first SLR that specifically analyzes the application of DCs view in the HSCM domain. This investigation determined the DCs used in HSCM and revealed the relations between the dependent and independent variables through the comprehensive model. In this way, this review provides a guidance to researchers in conduct their future investigations and practitioners to carry out supply chain (SC) operations by considering the factors affecting their operations.

Details

Journal of Humanitarian Logistics and Supply Chain Management, vol. 11 no. 1
Type: Research Article
ISSN: 2042-6747

Keywords

Content available
Article
Publication date: 13 September 2021

Johannes W.F.C. van Lieshout, Jeroen M. van der Velden, Robert J. Blomme and Pascale Peters

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore…

Abstract

Purpose

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an open innovation strategy complements the organization's ambidextrous strategy in attaining a competitive advantage. Organizational ambidexterity and dynamic capability theories are also explored to investigate the impact of open innovation on the organization's ambidextrous strategy and competitive advantage – especially inbound and outbound open innovation.

Design/methodology/approach

The authors conducted a systematic literature review using Boolean search techniques, which was focused on the research fields of the sub-areas of general management, strategy, innovation, organization studies, information management, entrepreneurship, international business, marketing, and economics, supplemented by the snowball technique.

Findings

Organizations that combine their ambidextrous strategy with open innovation attributes achieve a competitive advantage through developing their dynamic capabilities by which organizations change their value proposition. This study also shows that an ambidextrous strategy should no longer be viewed as a structural solution implemented by management, but also as a bottom-up intervention. Additionally, the authors found that the organization's dynamic capabilities establish a feedback loop, which changes the organization's ambidextrous strategy to resolve the efficiency–agility paradox.

Originality/value

Previous research has focused on strategic orientation; however, hardly any research has investigated how the interrelatedness of open innovation, organizational ambidexterity and dynamic capabilities support a competitive advantage. The authors present a conceptual model that inspires new research avenues.

Details

European Journal of Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2183-4172

Keywords

To view the access options for this content please click here
Article
Publication date: 20 March 2007

Andreas Größler

The purpose of this paper is to demonstrate the usefulness of a dynamic analysis of the development and management of strategic capabilities and resources in…

Downloads
3926

Abstract

Purpose

The purpose of this paper is to demonstrate the usefulness of a dynamic analysis of the development and management of strategic capabilities and resources in manufacturing. It aims to present dynamic resource/capability systems as a means to understand an issue from manufacturing strategy.

Design/methodology/approach

A case study from a standard textbook on manufacturing strategy is used to illustrate the approach that is mainly based on Warren's strategy dynamics. Extensions to this approach are introduced.

Findings

Diagrams of dynamic resource/capability systems are valuable tools for understanding issues of interconnected and changing strategic resources and capabilities. Resources and capabilities can be interpreted as stocks in dynamic simulation models following ideas from system dynamics.

Research limitations/implications

The exact nature of strategic capabilities and their relationships needs to be further investigated. Approaches need to be developed to measure and to quantify these concepts. The connection between Hill's order winners/qualifiers and the inflows/outflows of capability and resource stocks should be further examined.

Practical implications

Static analyses of strategic issues are often difficult to interpret. The dynamic nature of strategic issues needs to be reflected in the tools used for analysing them.

Originality/value

Applies a dynamic analysis to manufacturing strategy and uses a textbook example in a new way to illustrate the relevance of the approach.

Details

Journal of Manufacturing Technology Management, vol. 18 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

To view the access options for this content please click here
Article
Publication date: 11 November 2014

Ramesh Dangol and Anthony Kos

– The purpose of this paper is to propose a new way to distinguish a firm’s dynamic capabilities from operational capabilities.

Abstract

Purpose

The purpose of this paper is to propose a new way to distinguish a firm’s dynamic capabilities from operational capabilities.

Design/methodology/approach

Conceptual paper/literature review.

Findings

Current literature on dynamic capabilities posits that dynamic capabilities are those firm capabilities that can induce change in other capabilities, while operational capabilities are static. Distinguishing between these capabilities in this manner is not helpful because changes occur continuously in all capabilities to at least some extent. In addition, empirical studies show that even task-level operational capabilities can change on their own and can induce change in other capabilities. In contrast to focussing on the presence or lack of change to determine if a capability is dynamic or operational, this paper distinguishes between them by determining a priori the expected nature of the outcome. By focussing on the outcomes of change rather than the changes themselves, this paper proposes that capabilities should be considered operational if they produce outcomes that can be predicted using probability distribution while those capabilities that produce outcomes that cannot be predicted using probability distribution should be considered dynamic.

Research limitations/implications

Future research on dynamic capabilities should not only investigate whether or not change is occurring, but the outcome of change to understand whether a change is precipitated by dynamic or operational capabilities.

Originality/value

Existing dynamic capabilities literature is unclear about how to distinguish between dynamic capabilities from operational capabilities. Previous research attempts to distinguish these capabilities by arguing dynamic capabilities are those firm capabilities that can induce change in other capabilities, while operational capabilities are static and do not induce change. This is not particularly helpful. A clear distinction between dynamic and operational capabilities could facilitate further advancement of the dynamic capability literature; this study makes a rudimentary effort to distinguish between them.

Details

Journal of Strategy and Management, vol. 7 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

To view the access options for this content please click here
Article
Publication date: 4 March 2014

Jao-Hong Cheng, Mu-Chung Chen and Chung-Ming Huang

– This paper aims to examine the factors influencing innovation performance and implementation in inter-organizational relationships.

Downloads
2945

Abstract

Purpose

This paper aims to examine the factors influencing innovation performance and implementation in inter-organizational relationships.

Design/methodology/approach

A novel research model comprises five research hypotheses with four constructs, including information technology infrastructure flexibility, institutional orientation, dynamic capabilities and innovation performance. The hypotheses are tested on data collected from 260 of the top 1,000 Taiwanese manufacturing firms in 2011 listed by Business Weekly in Taiwan, using structural equation modeling.

Findings

The study provides insight into how supply chain members should reinforce their dynamic capabilities and relational and institutional view of relational governance so as to improve their value-based relationships and in turn enhance innovation performance.

Research limitations/implications

The empirical study is conducted on supply chains, with data collected from Taiwan's manufacturing firms. With the research model developed, cross-industrial studies can be conducted to investigate whether differences exist in relation to the inter-relationship effects that affect inter-organizational innovation performance.

Practical implications

The study provides useful insights into how supply chain members should reinforce their value-based relationships by focusing on activities that would enhance information technology infrastructure flexibility and institutional orientation, and improve activities that would reinforce the activities of dynamic capabilities, in order to achieve the competitive advantage of inter-organizational innovation performance.

Originality/value

The novel research model developed may serve as a starting point for future theoretical and empirical research and measures for describing and modeling the role of value-based relationships from the relational and institutional view of relational governance and dynamic capabilities, which is not dealt with in previous studies.

Details

Supply Chain Management: An International Journal, vol. 19 no. 2
Type: Research Article
ISSN: 1359-8546

Keywords

To view the access options for this content please click here
Book part
Publication date: 24 June 2015

Heechun Kim and Robert E. Hoskisson

Our study proposes a resource environment view (REV) of competitive advantage by unpacking the environmental origins of a firm’s competitive advantage. The key tenet of…

Abstract

Our study proposes a resource environment view (REV) of competitive advantage by unpacking the environmental origins of a firm’s competitive advantage. The key tenet of the REV is that the heterogeneity and imperfect mobility of strategic factor markets and institutions across countries explain how firms based in different countries would likely both create and sustain a competitive advantage. In particular, our study introduces the notion of “the paradox of environmental embeddedness.” The paradox lies in the fact that the same environmental conditions – in terms of strategic factor markets and institutions – that enable firms to create a competitive advantage can paradoxically also create a situation in which it is more difficult for these firms to sustain an advantage. Another important aspect of our study is that, to enhance our understanding of how firms manage the paradox of environmental embeddedness, our study specifies the resource environmental conditions under which firms’ internal and external resource-oriented strategies – that is, the development of dynamic capabilities and interventions in the country resource environment – are more beneficial when managing the environmental paradox. Overall, our theorizing has important implications for strategic management theory and practice.

Details

Emerging Economies and Multinational Enterprises
Type: Book
ISBN: 978-1-78441-740-6

Keywords

To view the access options for this content please click here
Article
Publication date: 19 August 2021

Jie Yang

This study examines the impact of knowledge management capabilities on agility, adaptability and alignment (triple-A), drawing upon the nexus of the knowledge-based view

Abstract

Purpose

This study examines the impact of knowledge management capabilities on agility, adaptability and alignment (triple-A), drawing upon the nexus of the knowledge-based view and dynamic ambidexterity in the context of manufacturing industry in the USA. It also assesses the performance outcomes of triple-A capabilities in terms of operational and relational performance.

Design/methodology/approach

Path analysis was performed in this empirical study in the manufacturing industry.

Findings

The results show that knowledge management capabilities are conducive to the development of triple-A capabilities, which in turn lead to the improvement of operational and relational performance.

Originality/value

This study is grounded in the marriage of the knowledge-based view and dynamic ambidexterity to assess the combinative impact of knowledge management capabilities of knowledge acquisition and sharing through absorptive and desorptive capacities on agility and adaptability through knowledge exploration and alignment by knowledge exploitation in the pursuit of triple-A capabilities. This study unentangles the linkage between knowledge management capabilities and triple-As by theorizing the connection between absorptive/desorptive capacity and exploration/exploitation in terms of responsive and efficient supply chain respectively.

Details

Industrial Management & Data Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0263-5577

Keywords

To view the access options for this content please click here
Article
Publication date: 17 June 2021

Suchitra Ajgaonkar, Netra Ganesh Neelam and Judith Wiemann

This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility…

Abstract

Purpose

This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management.

Design/methodology/approach

In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework.

Findings

The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company.

Originality/value

There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

1 – 10 of over 39000