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1 – 10 of over 7000Johannes 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 how an…
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.
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José Bocoya-Maline, Arturo Calvo-Mora and Manuel Rey Moreno
Drawing on resource and capability theory, this study aimed to analyze the relationship between the dynamic capabilities (DC), the knowledge management (KM) process (KMP) and…
Abstract
Purpose
Drawing on resource and capability theory, this study aimed to analyze the relationship between the dynamic capabilities (DC), the knowledge management (KM) process (KMP) and results in customers and people. More specifically, the study argues that the KM process mediates the relationship between DC and the results outlined above. In addition, a predictive analysis is carried out that demonstrates the relevance of the KM process in the model.
Design/methodology/approach
The study sample is made up of 118 Spanish organizations that have some kind of recognition of excellence awarded by the European Foundation for Quality Management (EFQM). Partial least squares methodology is used to validate the research model, the hypothesis testing and the predictive analysis.
Findings
The results show that organizations which leverage the DC through the KMP improve customer and people outcomes. Moreover, the predictive power is higher when the KMPmediates the relationship between the DC and the results.
Originality/value
There is no consensus in the literature on the relationship between DC, KM and performance. Moreover, there are also not enough papers that study KM or DC through the dimensions that define these constructs or variables. Given this need, this work considers the KMP according to the stages of knowledge creation, storage, transfer and application. Similarly, DC is dimensioned in sensing, learning, integrating and coordinating capabilities. These, as reconfigurators of knowledge assets, influence the KMP. Accordingly, the empirical model connects these knowledge domains and analyses their link to outcomes.
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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 – on…
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.
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Alexeis Garcia-Perez, Juan Gabriel Cegarra-Navarro, Denise Bedford, Margo Thomas and Susan Wakabayashi
Gregor Pfajfar, Maciej Mitręga and Aviv Shoham
In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing…
Abstract
Purpose
In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.
Design/methodology/approach
This is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.
Findings
Existing typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.
Originality/value
This paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.
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Md. Nurun Nabi, Liu Zhiqiang and Marium Akter
Drawing on the transformational leadership (TL) and knowledge-based view (KBV) theory, the present study investigates the impact of TL on radical innovation (RI) through the…
Abstract
Purpose
Drawing on the transformational leadership (TL) and knowledge-based view (KBV) theory, the present study investigates the impact of TL on radical innovation (RI) through the mediation of knowledge management capabilities (KMCs) and moderation of competitive intensity (CI) of textile and apparel industries with an Asian context.
Design/methodology/approach
Data were collected from the relevant stakeholders of the industry-university collaboration teams with a structured survey questionnaire. Working with 304 textile and apparel industry respondents, structural equation modeling based partial least square (PLS-SEM) is used to test the conceptual framework. PLS-SEM technique was applied to test the hypothesis using Smart-PLS 3.8 packages program.
Findings
The results proposed TL has a positive impact on KMC and RI. Furthermore, the study reveals KMC positively mediated the relationship between TL and RI. This mediation is conditional on the moderating role of CI for the KMC (knowledge acquisition capability + knowledge-sharing capability) path to RI. Conversely, moderation of CI is insignificant and does not influence on fostering RI.
Practical implications
Leaders and managers have realized creative and innovative culture is built within the organizations by leader-follower collaboration through actual knowledge acquisition and knowledge sharing. Moreover, industry policymakers and practitioners establish the knowledge management department to enhance the innovation culture among the firms' stakeholders to encourage RI to sustain the global business market.
Originality/value
The study has introduced KMC as a mediator and CI as a moderator in the proposed model between TL-RI and KMC-RI. Further, it explores the linkages between TL, KMC, CI and RI.
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Susanne Durst, Ingi Runar Edvardsson and Samuel Foli
The purpose of this paper is to structure existing research on knowledge management (KM) in small- and medium-sized enterprises (SMEs) to offer a comprehensive overview of…
Abstract
Purpose
The purpose of this paper is to structure existing research on knowledge management (KM) in small- and medium-sized enterprises (SMEs) to offer a comprehensive overview of research strands and topics in KM in SMEs to determine their evolution over time.
Design/methodology/approach
The paper, which is considered a follow-up literature review, is based on a systematic literature review that covers 180 scientific papers that were published since the review paper by Durst and Edvardsson in 2012 that covered 36 papers.
Findings
The findings of this review and those of the aforementioned review are brought together in the form of an overview that structures research on KM in SMEs based on themes that, in turn, allow the derivation of promising research directions and research questions aimed at structuring future research on KM in SMEs.
Originality/value
By combining the findings of this review with the findings from the review published in this journal in 2012, this paper offers, to the best of the authors’ knowledge, the most comprehensive literature review on KM in SMEs produced to date.
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Mario J. Donate, Fátima Guadamillas and Miguel González-Mohíno
This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to…
Abstract
Purpose
This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to mitigate conflicts based on task management at work, with the aim to improve their innovation capabilities (IC). The knowledge-based view of the firm, conflict management theory and cognitive collective engagement theory have been used to build a model of relationships that connects the development of positive KM contexts and management of dysfunctional conflict with IC improvement.
Design/methodology/approach
Data survey collected from inland hotel establishments in Spain is used to test seven hypotheses by means of structural equations modeling, applying the partial least squares technique. Direct, indirect and mediating relationships between variables are examined from the structural path model.
Findings
The results confirm that, as expected, IC improve when K-OL and transactive memory systems (TMSs) are properly implemented by hotel establishments, which leads them to reduce negative effects of task management conflict (TMC). Significant direct effects are found between the key variables of the study and also a significant indirect effect between K-OL and IC through TMS reinforcement and the mitigation of TMC.
Practical implications
This paper provides useful ideas for hotel managers about how to improve KM contexts in their establishments while avoiding TMC. Efforts devoted to creating those contexts by hotel establishments are shown to be effective to improve their IC and create competitive advantages.
Originality/value
The analysis of IC improvement by studying TMC mitigation had not been researched to date by the KM literature. The consideration and testing of a model that integrates KM-related tools such as K-OL and TMS to avoid TMC in the hotel industry is the main contribution of this study.
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Edson Rodrigues de Aro and Gilberto Perez
This study aims to understand the interaction between capabilities inherent in open innovation and dynamic capabilities (sensing, seizing and transforming) as a source of…
Abstract
Purpose
This study aims to understand the interaction between capabilities inherent in open innovation and dynamic capabilities (sensing, seizing and transforming) as a source of competitive advantage.
Design/methodology/approach
Qualitative method and grounded theory were used as guidelines for data collection and analysis.
Findings
The study identifies a set of capabilities in the practice of open innovation related to dynamic capabilities, which indicates the importance of developing dynamic capability in the strategic management of internal and external knowledge in the company.
Research limitations/implications
The number of interviewees approached herein do not allow generalizations, but the use of grounded theory through various strategies of data collection in the interviews allowed the triangulation of the data, increasing the credibility, validity and quality of the research.
Originality/value
This study presents capabilities identified in open innovation and their relationship with dynamic capabilities, identifying the importance of the dynamic capability in the strategic management of internal and external knowledge in the company as a source of competitive advantage.
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