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Book part
Publication date: 28 August 2007

Michael C. Sturman

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and…

Abstract

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and where it needs to go. Past research has established that job performance does indeed change, but the implications of this dynamism and the predictability of performance trends remain unresolved. Theories are available to help explain dynamic performance, and although far from providing an unambiguous understanding of the phenomenon, they offer direction for future theoretical development. Dynamic performance research does suffer from a number of methodological difficulties, but new techniques have emerged that present even more opportunities to advance knowledge in this area. From this review, I propose research questions to bridge the theoretical and methodological gaps of this area. Answering these questions can advance both research involving job performance prediction and our understanding of the effects of human resource interventions.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-7623-1432-4

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Article
Publication date: 3 July 2017

Albertina Paula Monteiro, Ana Maria Soares and Orlando Lima Rua

This research draws upon the resource-based view and the dynamic capabilities view’s premise that a firm’s resources and capabilities determine competitive advantage…

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1160

Abstract

Purpose

This research draws upon the resource-based view and the dynamic capabilities view’s premise that a firm’s resources and capabilities determine competitive advantage. Specifically, the purpose of this paper is to develop and test a model entailing simultaneously the impact of intangible resources; and dynamic capabilities and entrepreneurial orientation on export performance.

Design/methodology/approach

Therefore, the authors developed a study based on a survey of 265 Portuguese exporting companies. Data were submitted to a multivariate statistical analysis and a linear regression model was applied in order to predict the influence of the intangible resources on export performance. The structural equations model was used for this purpose.

Findings

The results show that export performance is directly impacted by dynamic capabilities and entrepreneurial orientation. However, intangible resources do not have a significant direct impact on entrepreneurial orientation; they do have an indirect effect through the mediation of dynamic capabilities. These findings highlight the catalyst role of dynamic capabilities and entrepreneurial orientation, leveraging the role of intangible resources as antecedents of export performance. These findings are valuable inputs for exporting managers and public entities.

Originality/value

While previous authors have attempted to analyse certain aspects of this process (linkage between intangible resources and export performance), this research developed a framework that combines these ones with entrepreneurial orientation and dynamic capabilities.

Details

Baltic Journal of Management, vol. 12 no. 3
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 17 May 2021

Rodrigo Valio Dominguez Gonzalez

This study aims to investigate the relationship between learning culture and teamwork context based on the mediating role played by dynamic capability in manufacturing…

Abstract

Purpose

This study aims to investigate the relationship between learning culture and teamwork context based on the mediating role played by dynamic capability in manufacturing teams of the industrial sector.

Design/methodology/approach

It proposes that dynamic capability is a key element for improving the performance of teams, which, in turn, is positively affected by learning culture and teamwork context. This study is based on data from a survey of 201 companies in the Brazilian industrial sector with manufacturing teams, and followed the partial least squares approach to model the structural equation that was used for data analysis.

Findings

The results indicate that dynamic capability has a strong positive influence on team performance, and also that, despite learning culture and teamwork context having no direct association with performance, they offer contributions mediated by dynamic capability.

Research limitations/implications

This study includes a reduced sample regarding the population of Brazilian industrial companies, being restricted to only one sector of activity. Future studies may obtain larger samples by working with different sectors in different countries.

Practical implications

This article alerts managers to the importance of dynamic capability for improving the performance of teams, and points out the role played by learning culture and teamwork context in this relationship.

Originality/value

This research presents new insights into how dynamic capability contributes to the performance of teams, based on antecedent factors (learning culture and teamwork context).

Details

Journal of Knowledge Management, vol. 25 no. 8
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 11 November 2013

Philip Cheng-Fei Tsai and Chih-Ting Shih

A subject of continuous debate in the field of organizational change research and management practices is on whether downsizing strategies result in improved firm…

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1751

Abstract

Purpose

A subject of continuous debate in the field of organizational change research and management practices is on whether downsizing strategies result in improved firm performance. The purpose of this paper is to propose and empirically examine dynamic firm capabilities as a major missing mechanism of firm performance.

Design/methodology/approach

This study uses the data of 154 Taiwanese firms that employed an organizational downsizing strategy as the sample for testing the research question.

Findings

The results indicate that a responsible downsizing strategy can result in greater firm performance for the development and enhancement of dynamic firm capabilities.

Originality value

This research introduces dynamic capabilities into the downsizing context, and the empirical results provide new theoretical insight into downsizing and dynamic capabilities research, suggesting that downsizing should be regarded by management as resource management rather than a cost-cutting action.

Details

International Journal of Manpower, vol. 34 no. 8
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 4 February 2014

Shu-Mei Tseng and Pei-Shan Lee

The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment…

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6081

Abstract

Purpose

The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues.

Design/methodology/approach

In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used.

Findings

The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational performance and provides competitive advantages.

Research limitations/implications

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability.

Practical implications

This research aims to investigate KM capability, dynamic capability, and organizational performance, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KM capabilities and dynamic capabilities to enhance organizational performance.

Originality/value

There is still little related literature investigating the relationships among KM capability, dynamic capability, and organizational performance. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of KM capability and dynamic capability on organizational performance. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

Details

Journal of Enterprise Information Management, vol. 27 no. 2
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 14 September 2015

Alan Simon, Chloe Bartle, Gary Stockport, Brett Smith, Jane E. Klobas and Amrik Sohal

The purpose of this paper is to report on research that identifies the relationships that senior managers believe exist between capabilities and business success. In doing…

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2991

Abstract

Purpose

The purpose of this paper is to report on research that identifies the relationships that senior managers believe exist between capabilities and business success. In doing so, it addresses the need for more empirical research about the role of strategic and dynamic capabilities in organisational performance. It also highlights the critical strategic and dynamic capabilities that are most valuable for practising managers.

Design/methodology/approach

A multi-method study was conducted. Eight types of strategic capability and ten types of dynamic capability commonly found in organisations were identified through consecutive literature review, web site content analysis and interviews with senior executives. A questionnaire survey was then used to ask senior officers of publicly listed Australian firms about the importance of each capability and financial and non-financial performance indicators. The relationship between capabilities and performance was measured by regression modelling.

Findings

Good leadership with an innovative vision and selection and retention of good staff and developing their skills and capabilities were the stand out strategic capabilities. Strategic thinking about the big picture and the long-term and flexible leaders who can lead and manage adaptation to change were considered to be the most important dynamic capabilities. Strategic capabilities were more often associated with indicators of financial success, and dynamic capabilities were more often associated with non-financial measures of organisational performance.

Originality/value

This is the first study to make a distinction between strategic and dynamic capabilities in examining the relationship between capabilities and business success. The results demonstrate that the distinction has both theoretical and practical value.

Details

International Journal of Productivity and Performance Management, vol. 64 no. 7
Type: Research Article
ISSN: 1741-0401

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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.

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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

Content available
Article
Publication date: 5 February 2018

Alistair Brandon-Jones and Desiree Knoppen

The purpose of this paper is to report on research into the impact of two sequential dimensions of strategic purchasing – purchasing recognition and purchasing involvement…

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4302

Abstract

Purpose

The purpose of this paper is to report on research into the impact of two sequential dimensions of strategic purchasing – purchasing recognition and purchasing involvement – on the development and deployment of dynamic capabilities. The authors also examine how such dynamic capabilities impact on both cost and innovation performance, and how their effects differ for service as opposed to manufacturing firms.

Design/methodology/approach

The authors test hypotheses using structural equation modeling of survey data from 309 manufacturing and service firms.

Findings

From a dynamic capability perspective, the analysis supports the positive relationships between purchasing recognition, purchasing involvement, and dynamic capability in the form of knowledge scanning. The authors also find support for the positive impact of knowledge scanning on both cost and innovation performance. From a contingency perspective, data supports hypothesized differences caused by industry, whereby service-based firms experience stronger positive linkages in our model than manufacturing-based firms. Finally, emerging from the data, the authors explore a re-enforcing effect from cost performance to purchasing involvement, something that is in line with the dynamic capabilities perspective but not typically addressed in operations management (OM) research.

Originality/value

The research offers a number of theoretical and managerial contributions, including being one of a relative few examples of empirical assessment of dynamic capability development and deployment; examining the enablers of dynamic capability in addition to the more commonly addressed performance effect; assessing the contingency effect of firm type for dynamic capabilities; and uncovering a return (re-enforcing) effect between performance and enablers of dynamic capabilities.

Details

International Journal of Operations & Production Management, vol. 38 no. 2
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 29 April 2021

Ricardo Jorge Correia, Mário Sérgio Teixeira and José G. Dias

This paper aims to explore a new causal link between learning, market and entrepreneurial orientations and firms' performance by introducing dynamic capabilities and…

Abstract

Purpose

This paper aims to explore a new causal link between learning, market and entrepreneurial orientations and firms' performance by introducing dynamic capabilities and competitive advantages as mediator variables.

Design/methodology/approach

The mediating role of dynamic capabilities and competitive advantages is tested using a sample of 1,190 Portuguese firms, and structural equation models.

Findings

It is shown that dynamic capabilities mediate the relationship between the three orientations–learning, market and entrepreneurial–and competitive advantages of differentiation and cost leadership, and both competitive advantages lead to firm's performance. It is also shown that learning orientation is an antecedent of market orientation and entrepreneurial orientation.

Practical implications

This research shows that firm's performance depends on the capacity of firms to learn, innovate, be proactive, take risks and collect the best market data. Indeed, by optimizing the internal management and knowledge dissemination, firms will develop a set of capabilities and competitive advantages that lead to an appropriate response to market challenges.

Originality/value

This study tests the relationship between strategic orientations and firm's performance by taking the mediating effects of dynamic capabilities and competitive advantages into account. This research was conducted in Portugal.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 17 November 2020

Ricardo Jorge Correia, José G. Dias and Mário Sérgio Teixeira

This paper aims to explore a new causal link between market orientation and business performance by introducing dynamic capabilities as a mediator of the relationship…

Abstract

Purpose

This paper aims to explore a new causal link between market orientation and business performance by introducing dynamic capabilities as a mediator of the relationship between market orientation and competitive advantages, which ultimately determine business performance.

Design/methodology/approach

The mediating roles of dynamic capabilities and competitive advantages are tested with a sample of 1,190 Portuguese firms using a structural equation model.

Findings

The results confirm the hypotheses regarding the mediating roles of the competitive advantages (differentiation and cost leadership) in the relationship between dynamic capabilities and business performance. Additionally, dynamic capabilities also mediate the relationship between market orientation and competitive advantages.

Practical implications

This study shows that business performance depends on the capacity of firms to collect the best market information on customers and competitors, to disseminate this information throughout their internal structure and ultimately optimize its use to respond appropriately to market challenges and trends. These will provide firms with a set of capabilities and a competitive advantage.

Originality/value

This study provides empirical evidence on the understanding of the relationship between market orientation and performance, through the mediating effects of both dynamic capabilities and competitive advantages.

Details

Journal of Strategy and Management, vol. 14 no. 2
Type: Research Article
ISSN: 1755-425X

Keywords

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