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Article
Publication date: 29 July 2021

Badri Munir Sukoco, Elisabeth Supriharyanti, Sabar, Ely Susanto, Reza Ashari Nasution and Arief Daryanto

To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process…

Abstract

Purpose

To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.

Design/methodology/approach

To test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.

Findings

The findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.

Originality/value

This study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

Details

Asia-Pacific Journal of Business Administration, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-4323

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Article
Publication date: 21 August 2008

Pang‐Lo Liu and Chih‐Hung Tsai

High‐tech industry has been the principal economic source for Taiwan in recent years. The characteristics of high‐tech industries in Taiwan are changeable product markets…

Abstract

High‐tech industry has been the principal economic source for Taiwan in recent years. The characteristics of high‐tech industries in Taiwan are changeable product markets, short product life cycles and high company attrition rate. In the globalization trend, the high‐tech industry has gradually increased corporate competitiveness and reached the goal of sustainable operations through knowledge management, knowledge sharing and new product research and development. Firms have aggressively strengthened and integrated their internal and external resources and enhanced knowledge sharing to increase industry operational performance. Effectively strengthening the knowledge management operation and performance evaluation of knowledge sharing in Taiwan’s high‐tech industry has become a critical issue. In the selection of knowledge sharing Key Performance Indicators (KPI), this research divided the knowledge sharing indicators into representative strategic indicators such as organizational knowledge learning, organizational knowledge resources, organizational information capacity and organizational knowledge performance through screening using Factor Analysis. The characteristics of the constructs were interdependent. This research calculated and adjusted the correlation among the key performance knowledge sharing indicators using ANP and determined the relative weight of knowledge sharing.

Details

Asian Journal on Quality, vol. 9 no. 2
Type: Research Article
ISSN: 1598-2688

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Article
Publication date: 27 April 2020

Hongyi Mao, Shan Liu, Jinlong Zhang, Yajun Zhang and Yeming Gong

Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed…

Abstract

Purpose

Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical research on how different types of IT contribute to various aspects of organizational agility remains scarce. Therefore, this study aims to propose an integrated framework of internal capability and external environment to address this research gap.

Design/methodology/approach

This study investigates the potential mediating effects of absorptive capacity and the moderating effects of information intensity in the IT‒agility relationship. With a dataset comprising 165 organizations in China, this work provides empirical evidence that the effects of absorptive capacity and information intensity are multifaceted and nuanced, thereby revealing the latent mechanisms of IT competency and organizational agility.

Findings

Absorptive capacity partially mediates the effects of IT knowledge and IT operations on market capitalizing agility and fully mediates their effects on operational adjustment agility. However, no direct or indirect effects of IT objects are found on both types of organizational agility. Information intensity also positively moderates the effects of IT operations and IT objects on absorptive capacity. However, no significant moderation is found with regard to IT operations.

Originality/value

This study provides novel insights by demonstrating clearly the different mediating roles of absorptive capacity in the relationship among various types of IT competency and diverse aspects of organizational agility. This work also underscores the moderating role of information intensity in shaping absorptive capacity through IT competency.

Details

Information Technology & People, vol. 34 no. 1
Type: Research Article
ISSN: 0959-3845

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Article
Publication date: 17 May 2021

Jaime Ortega-Gutiérrez, Ignacio Cepeda-Carrión and Helena Alves

This paper aims to study the relationship between the knowledge obtained in social networks by firms together with the firms’ knowledge absorptive capacity and…

Abstract

Purpose

This paper aims to study the relationship between the knowledge obtained in social networks by firms together with the firms’ knowledge absorptive capacity and organizational unlearning as influencers of service-dominant (S-D) orientation, as well as the mediating role of absorption capacity and organizational unlearning in this process.

Design/methodology/approach

The sample amounts to 101 responding companies, obtained from the SABI database. The companies belong to the service sector in Spain and have at least 50 employees and 5 years or more of existence in the market. The model was estimated through partial least squares structural equation modeling with smartPLS software 3.2.6.

Findings

The results show that the use of social media is very important for firms to acquire knowledge and capabilities that help them to become S-D oriented. In addition, absorptive capacity and unlearning processes are dynamic capabilities necessary to transform the knowledge acquired in social media and to become S-D oriented.

Research limitations/implications

Companies’ managers draw conclusions that can generate great value, while better meeting the needs and desires of the market, the more knowledge is obtained. In addition, the use of the knowledge generated in this process will reduce the risk of sudden changes in the market.

Practical implications

The more knowledge is gained using social networks, the better the companies’ managers will be able to draw conclusions that can generate great value, while at the same time better satisfying the needs and desires of the market, and thus create capacities that allow the company to be service-oriented. In addition, the use of these knowledge platforms strengthens the strategic advantage of companies through the promotion of innovation and by relating dynamic capabilities with the orientation toward sustainable development. As mentioned above, a process will be generated that will reduce the risk of sudden changes in the market.

Originality/value

This is one of the few studies trying to study the antecedents of S-D orientation and the first to study the direct effect of social media use, and the direct and indirect effect of absorptive capacity and organizational unlearning on S-D orientation as dynamic capabilities.

Details

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

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Article
Publication date: 19 March 2020

Shuliang Zhao, Yanhong Jiang, Xiaobao Peng and Jin Hong

Because the mechanism of how knowledge sharing affects organizational innovation is still unclear, the study focuses on the relationship between knowledge sharing and…

Abstract

Purpose

Because the mechanism of how knowledge sharing affects organizational innovation is still unclear, the study focuses on the relationship between knowledge sharing and organizational innovation performance, with a focus on mediating role of absorptive capacity and individual creativity.

Design/methodology/approach

On the basis of the knowledge base view and organizational learning theory, the study propose a model to verify the impact of inbound and outbound knowledge sharing on organizational innovation performance based on previous research. It also analyzed how these effects were mediated by individual creativity and absorptive capacity. The study collected 166 samples to verify the theoretical model.

Findings

Results corroborate that inbound knowledge sharing cannot directly promote organizational innovation performance, and absorptive capacity has a full mediation effect between inbound knowledge sharing and organizational innovation performance. Knowledge outbound sharing, individual creativity and absorptive capacity can improve innovation performance. In addition, absorptive capacity and individual creativity have direct and significant impacts on organizational innovation performance. Moreover, absorptive capacity plays a partial mediate role between individual creativity and innovation performance. Finally, this study discusses the policy implications of the study and describes possible future research directions.

Originality/value

The paper creatively divides knowledge sharing into inbound knowledge sharing and outbound knowledge sharing and verifies that knowledge sharing does not directly affect organizational innovation performance. The mediating role of absorptive capacity and individual creativity was analysis.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 13 April 2015

Morten Hulvej Rod

In organizational health promotion research, health promotion capacity is a central concept that is used to describe the abilities of individuals, organizations, and…

Abstract

Purpose

In organizational health promotion research, health promotion capacity is a central concept that is used to describe the abilities of individuals, organizations, and communities to promote health. The purpose of this paper is to discuss the theoretical underpinnings of the literature on health promotion capacity building and, further, to suggest an alternative theoretical perspective which draws on recent developments in organizational theory.

Design/methodology/approach

The paper begins by a critical discussion of the capacity building literature, which is juxtaposed with the relational perspective of contemporary organizational theory. The theoretical argument is developed in reference to the case of Danish municipal health promotion agencies, drawing on secondary sources as well as ethnographic fieldwork among public health officers.

Findings

The capacity building literature tends to reify the concept of capacity. In contrast, this paper argues that health promotion capacity is constantly defined and redefined through processes of organizing. The case study suggests that, faced with limited resources and limited knowledge, health promotion officials attain a sense of capacity through an ongoing reworking of organizational forms.

Research limitations/implications

Organizational health promotion research should look for the organizational forms that are conducive to health promotion practices under shifting social circumstances.

Originality/value

This paper makes explicit an inherent theoretical tension in the capacity building literature and suggests a novel theoretical framework for understanding organizational capacity.

Details

Journal of Health Organization and Management, vol. 29 no. 2
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 10 August 2015

Eon-Seong Lee and Dong-Wook Song

The purpose of this paper is to examine what types of shipping knowledge are crucial in order for shipping companies to survive in dynamic business environment, and to…

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1389

Abstract

Purpose

The purpose of this paper is to examine what types of shipping knowledge are crucial in order for shipping companies to survive in dynamic business environment, and to investigate how the shipping knowledge affects the company’s performance (i.e. organizational innovation and logistics value). This paper also diagnoses the moderating effect of absorptive capacity on the relationship between the shipping knowledge and its effectiveness.

Design/methodology/approach

Based on the literature, a theoretical framework and relevant hypotheses are established so as to show associated relationships between shipping knowledge, absorptive capacity, and organizational innovation and logistics value. Data are collected for an empirical analysis and a moderated hierarchical regression analysis is conducted to test the hypotheses.

Findings

Results show that a high level of shipping knowledge has a positive influence on the organizational innovation and logistics value of shipping companies. The findings also indicate that, while the absorptive capacity of shipping companies moderates the positive impact of shipping knowledge on the logistics value, it directly affects the improvement of organizational innovation.

Research limitations/implications

This research verifies that effective knowledge management of shipping companies plays a significant role in developing organizational innovation and improving logistics performance. The research findings provide shipping companies with a strategic insight into the identification of critical sources for competitive advantage and greater organizational performance from an organizational learning perspective.

Practical implications

This line of research is served as an indicator of a good strategic direction for the practitioners engaged in the maritime transport and logistics industry, in order for them to become better integrated entities in a global logistics system as well as maximize their competitive advantages.

Originality/value

This paper makes the first attempt in its kind at empirically examining the types of shipping knowledge and its overall effectiveness in terms of the improvement of organizational innovation and logistics value. The moderating role of absorptive capacity on the impact of knowledge on organizational performance has also been initiated in the maritime logistics research.

Details

The International Journal of Logistics Management, vol. 26 no. 2
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 16 March 2012

Penelope Fay Mitchell and Philippa Eleanor Pattison

This study aims to investigate whether and how organizational culture moderates the influence of other organizational capacities on the uptake of new mental health care…

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2586

Abstract

Purpose

This study aims to investigate whether and how organizational culture moderates the influence of other organizational capacities on the uptake of new mental health care roles by non‐medical primary health and social care services.

Design/methodology/approach

Using a cross‐sectional survey design, data were collected in 2004 from providers in 41 services in Victoria, Australia, recruited using purposeful sampling. Respondents within each service worked as a group to complete a structured interview that collected quantitative and qualitative data simultaneously. Five domains of organizational capacity were analyzed: leadership, moral support and participation; organizational culture; shared concepts, policies, processes and structures; access to resource support; and social model of health. A principal components analysis explored the structure of data about roles and capacities, and multiple regression analysis examined relationships between them. The unit of analysis was the service (n=41).

Findings

Organizational culture was directly associated with involvement in two types of mental health care roles and moderated the influence of factors in the inter‐organizational environment on role involvement.

Research limitations/implications

Congruence between the values embodied in organizational culture, communicated in messages from the environment, and underlying particular mental health care activities may play a critical role in shaping the emergence of intersectoral working and the uptake of new roles.

Originality/value

This study is the first to demonstrate the importance of organizational culture to intersectoral collaboration in health care, and one of very few to examine organizational culture as a predictor of performance, compared with other organizational‐level factors, in a multivariate analysis. Theory is developed to explain the findings.

Details

Journal of Health Organization and Management, vol. 26 no. 1
Type: Research Article
ISSN: 1477-7266

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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

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

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Article
Publication date: 30 August 2011

Richard Soparnot

Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of…

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9139

Abstract

Purpose

Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work on organizational change. Faced with this theoretical mosaic, the question of knowing what the change capacity is, is fundamental. The purpose of this paper is to propose a framework for change capacity and to identify its dimensions and components.

Design/methodology/approach

To deal with this stake, the author conducted a single case study and observed an organization that had acquired the status of a company with change capacity. The Renault SA group makes for an interesting case. Renault, a 100‐year‐old company, is considered to be capable of undergoing change, of following its environment and even of shaping its own environment.

Findings

The study leads to the identification of three dimensions of the change capacity. These are the context, process and learning dimensions. The context dimension consists of resources that facilitate the change process. The process dimension incorporates principles of implementing change. Finally, the learning dimension tackles the introspective capacity of the organization.

Originality/value

If the literature on change capacity focuses more on the outcome of the capability than on the capability itself, the study has enabled the proposing of a framework for change capacity and to identify its dimensions and components. This framework is interesting in two respects. First, it shows that change capacity is as much linked to its management as it is dependent on the initial conditions. Second, it provides direction towards a strategic management of change.

Details

Journal of Organizational Change Management, vol. 24 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

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