Search results

In the digital era, the competitiveness of an enterprise is highly dependent on the success of its digital transformation. The effectiveness of such transformation, in turn, relies heavily on the organization's strategic vision and resource fitness. Accordingly, the authors aim to explore the impact of strategic vision on digitalization (SVD) on the digital transformation of small- and medium-sized enterprises (SMEs), drawing on the perspective of resource orchestration theory.

Based on first-hand interview data from 347 Chinese SMEs, the research model was tested empirically by both Structural Equation Modeling and Fuzzy Set Qualitative Comparative Analysis (fsQCA).

The study results supported that the positive effect of SVD on digital transformation, and the mediating effect of resource orchestration (resource structuring, resource bundling and resource leveraging) accounts for the relationship between SVD and digital transformation. Further, the fsQCA showed that neither SVD nor resource orchestration alone constitutes a necessary condition for high digital transformation in SMEs, and that SVD and resource orchestration elements constitute three configuration paths that drive SMEs to achieve high-level digital transformation.

To the authors knowledge, this is the first study of its kind to theorize and empirically examine how SVD affects SMEs digital transformation. In addition, the authors have highlighted the importance of resource orchestration in forging a link between SVD and digital transformation. The research contributes to the resource orchestration theory and digitalization literature and provides guidelines on how SMEs can realize digital transformation.

This study aims to analyze the paths and mechanisms of firms’ sustainable high growth. Firms’ high growth is susceptible to interruption, stagnation or reversal. Thus, how firms can achieve sustainable high growth is an important topic that requires urgent discussion and has significant implications for sustainable economic development and employment.

This study applies a longitudinal case study approach to portray the process by which Jiashu orchestrated digital elements with traditional resources to continuously fulfill their user demands and ultimately achieve sustainable high growth.

This study reveals three resource orchestration strategies: trust-oriented, demand-oriented and efficiency-oriented. These strategies are adopted in an organization’s startup, expansion and maturity periods, respectively. By dynamically integrating and orchestrating digital elements with traditional resources, firms implement a growth strategy with expanding and stacking dimensions, leading to sustainable high growth. The replicability and connectivity resulting from orchestrating digital elements and traditional resources encourage firms to expand their dimensions of growth and achieve sustainable high growth in multiple dimensions.

This study conducts a preliminary exploration of the relationship between the integration of digital and traditional elements and the sustainable high growth of enterprises. A more stable theoretical relationship between the two requires further multi-case studies and empirical analysis for substantiation.

This study first clarifies the concept of sustainable high growth and reveals a unique nonlinear path characterized by growth with expanding and stacking dimensions. The findings contribute to deepening the theories of sustainable high growth and resource orchestration in the digital economy era and offer practical implications for the sustainable high-growth practices of firms.

Driven by the dual-carbon target and the widespread digital transformation, leveraging digital technology (DT) to facilitate sustainable, green and high-quality development in heavy-polluting industries has emerged as a pivotal and timely research focus. However, existing studies diverge in their perspectives on whether DT’s impact on green innovation is synergistic or leads to a crowding-out effect. In pursuit of optimizing the synergy between DT and green innovation, this paper aims to investigate the mechanisms that can be harnessed to render DT a more constructive force in advancing green innovation.

Drawing from the theoretical framework of resource orchestration, the authors offer a comprehensive elucidation of how DT intricately influences the green innovation efficiency of enterprises. Given the intricate interplay within the synergistic relationship between DT and green innovation, the authors use the fuzzy-set qualitative comparative analysis method to explore diverse configurations of antecedent conditions leading to optimal solutions. This approach transcends conventional linear thinking to provide a more nuanced understanding of the complex dynamics involved.

The findings reveal that antecedent configurations fostering high green innovation efficiency actually differ across various stages. First, there are three distinct configuration patterns that can enhance the green technology research and development (R&D) efficiency of enterprises, namely, digitally driven resource integration (RI), digitally driven resource synergy (RSy) and high resource orchestration capability. Then, the authors also identify three configuration patterns that can bolster the high green achievement transfer efficiency of enterprises, including a digitally optimized resource portfolio, digitally driven RSy and efficient RI. The findings not only contribute to advancing the resource orchestration theory in the digital ecosystem but also provide empirical evidence and practical insights to support the sustainable development of green innovation.

The findings can offer valuable insights for enterprise managers, providing decision-making guidance on effectively harnessing the innovation-driven value of internal and external resources through resource restructuring, bundling and leveraging, whether with or without the support of DT.

The research findings contribute to heavy-polluting enterprises addressing the paradoxical tensions between digital transformation and resource constraints under environmental regulatory pressures. It aims to facilitate the simultaneous achievement of environmental and commercial success by enhancing their green innovation capabilities, ultimately leading to sustainability across profit and the environment.

Compared with previous literature, this research introduces a distinctive theoretical perspective, the resource orchestration view, to shed light on the paradoxical relationship on resource-occupancy between DT application and green innovation. It unveils the “black box” of how digitalization impacts green innovation efficiency from a more dynamic resource-based perspective. While most studies regard green innovation activities as a whole, this study delves into the impact of digitalization on green innovation within the distinct realms of green technology R&D and green achievement transfer, taking into account a two-stage value chain perspective. Finally, in contrast to previous literature that predominantly analyzes influence mechanisms through linear impact, the authors use configuration analysis to intricately unravel the complex influences arising from various combinatorial relationships of digitalization and resource orchestration behaviors on green innovation efficiency.

The purpose of this study is to advance the understanding of resource orchestration in inter-firm partnerships that appropriately configure and align strategic cross-firm supply chain resources and capabilities generating synergies to deliver superior performance.

Applying the resource orchestration logic, supported by the relational view of competitive advantage, the study draws from an empirical analysis of survey data from 152 top-level executives of US manufacturing firms to investigate the effect of leveraging and coherently combining cross-firm supply chain resources with capabilities on operational performance.

The study underscores the view that appropriately orchestrated combinations of key partnership resources and capabilities as mechanisms for marketing strategy implementation, enhance performance. Specifically, research results suggest that complementary inter-firm resources and lean align, and similarly idiosyncratic resources and agility align synergistically to deliver superior operational performance outcomes. The results also accent partnership responses to intense competition, enabling enhanced operational performance. The findings thus enrich the understanding of the resource orchestration logic and strategy, making important theoretical contributions.

As is typical in marketing and strategy research, the study research design has a cross-sectional framework, thus limiting insights on the resource orchestration dynamics that can otherwise be generated using a longitudinal design. Also, the resource orchestration stream is still nascent. Further research is needed to delineate the orchestration mechanisms that deliver on performance outcomes, especially in supply chains.

A key insight for supply chain and marketing managers is that close-knit inter-firm partnerships are critical for accessing idiosyncratic and complementary resources that can be configured and symbiotically aligned with market-facing agility and lean capabilities, respectively, to deliver market value. Proactive partnerships, especially in highly competitive and disruptive environments, enable mobilizing cross-firm resources and building appropriate matching combinations with capabilities to deliver on operational performance.

The study, guided by theory, advances the understanding of how key cross-firm resources and capabilities deliver performance gains. The key to competitive advantage and enhanced performance outcomes may lie in acquiring, leveraging and deploying appropriately matched resource-capability combinations. The present study investigates this proposition within the context of supply chain partnerships, focusing on cross-firm resources and capabilities.

The purpose of this research is to conceptualize, define and measure resource orchestration capabilities of R&D teams pursuing advanced scientific research and technological innovation at public-funded R&D organizations in India.

A series of five mutually exclusive studies were designed over two years to develop and validate the ROCI scale within public research and development (R&D) organizations pursuing advanced scientific research and technological development in India. The first three studies address the refinement, reduction and rationalization of items for measuring the ROCI construct. The next study explores the factor structure underlying the ROCI construct whereas the subsequent one confirms the three-factor structure within empirical settings.

The resource orchestration capability towards innovation (ROCI) construct reflected through three sub-dimensions namely – adaptive structuring capability (ASC), synergistic leveraging capability (SLC) and decentralized decision-making capability (DDC), each loaded with their respective items can be used for capability measurement in public-funded R&D organizations.

R&D managers can use this ROCI scale to measure, monitor and improve the innovation-oriented resource orchestration capabilities of their R&D teams and help them improve their innovation performance.

This research contributes to the extant literature on resource orchestration for innovation management in three unique and original ways – theoretically-grounded conceptualization, empirical measurement and rigorous validation through multiple studies conducted in public-funded R&D organizations in India.

The interest of scholars to study microfoundations of dynamic capability has increased. Literatures associated with them are rapidly and diversely developing. This study aims to investigate whether both boundary spanning activities and resource orchestration are the microfoundations of dynamic capability.

A systematic literature review using preferred reporting items for systematic reviews and meta-analyses (PRISMA) guideline is applied to extract 263 studies from Scopus and 12 studies from other online sources. Some studies investigate some of the relationships but only one investigates all relationships examined.

Further discussion suggests that boundary spanning activities and resource orchestration are microfoundations of dynamic capability. The first and second groups of boundary spanning activities (scout and ambassador) and the first stage of resource orchestration (structuring/search/selection) are microfoundations of sensing/shaping. Third group, task coordinator, with some elements of the second stage, leveraging and all elements of third stage, bundling, are microfoundations of seizing. Meanwhile, some other elements of second stage, leveraging, are microfoundations of reconfiguring. Guard, the fourth group of boundary spanning activities, is excluded from microfoundations of dynamic capability because of its nature of internal activities to keep things from the environment.

This study is an original review of literatures about both boundary spanning activities and resource orchestration as microfoundations of dynamic capability. The paper starts with a systematic literature review on four relationships examined and ends up with deep further analysis on the elements of activities groups of boundary spanning, stages of resource orchestration and process groups of dynamic capability.

The study aims to test the framework that proposes the role of resources (intellectual capital) in mobilizing entrepreneurial orientation that influences the competitiveness improvement of micro-small-medium enterprises (MSMEs) under the lens of resource orchestration theory.

In this study, 347 respondents from the MSMEs participated through a structured questionnaire. For the data analysis purpose, the structural equation modeling technique was employed using SmartPLS software.

The results suggest human, structural, and relational capital are significant antecedents of entrepreneurial orientation, which leads to competitiveness improvement. The findings also indicate the mediation role of entrepreneurial orientation between intellectual capital and competitiveness improvement.

The current study presumably will supplement the promising research effort to progress the research orchestration theory and also could be a strategic guideline for the managers/owners of the MSMEs.

This study is possibly a novel attempt to divulge the association between intellectual capital (tripartite model) and competitiveness improvement of firms under the lens of resource orchestration theory.

This paper investigated the organizational adoption of big data analytics (BDA) in the context of supply chain planning (SCP) to conceptualize how resources are orchestrated for organizational BDA adoption and to elucidate how resources and capabilities intervene with the resource management process during BDA adoption.

This research elaborated on the resource orchestration theory and technology innovation adoption literature to shed light on BDA adoption with multiple case studies.

A framework for the resource orchestration process in BDA adoption is presented. The authors associated the development and deployment of relevant individual, technological and organizational resources and capabilities with the phases of organizational BDA adoption and implementation. The authors highlighted that organizational BDA adoption can be initiated before consolidating the full resource portfolio. Resource acquisition, capability development and internalization of competences can take place alongside BDA adoption through structured processes and governance mechanisms.

A relevant discussion identifying the capability gap and provides insight into potential paths of organizational BDA adoption is presented.

The authors call for attention from policymakers and academics to reflect on the changes in the expected capabilities of supply chain planners to facilitate industry-wide BDA transition.

This study opens the black box of organizational BDA adoption by emphasizing and scrutinizing the role of resource management actions.

To co-create value through dynamic collaborations, enterprises and their suppliers need to orchestrate the integration of complementary resources when providing business services. As such enterprises' strategic decision to apply a plural sourcing strategy to establish dynamic collaborations with their suppliers implies that both in-house and outsourced business services should be bundled into a business services portfolio. However, the antecedents that affect a business services portfolio have rarely conceptually been identified.

Drawing on resource orchestration theory, the authors theoretically developed and empirically validated a business services portfolio conceptual model. The model aims at explaining the critical antecedents to a business services portfolio based on a unique data set, comprising 121 international enterprises with variation in the degree of outsourcing, size, geographies and maturity. Partial least squares structural equation modelling was used to examine the relationships among the antecedents and a business services portfolio.

The findings show that the antecedent, i.e. plural sourcing strategy, modularised business processes and customer orientation have a direct and significant effect on the enterprises' business services portfolio orchestration. The results of the mediation test indicate that modularised business processes fully mediate the relationships between three independent variables with the orchestration of business services portfolio.

This study is the first to analyse the impact of plural sourcing strategy, modularised business processes and customer orientation on the business services portfolio orchestration from a plural sourcing context. Additionally, it examines the mediating role of modularised business processes in the relationship between the antecedents and business services portfolio orchestration.

In view of the significance of intangible organizational resources and firm sustainability, this study investigates the mediating role of ambidextrous green innovation and the moderating effects of resource orchestration capability in the relationship between green entrepreneurial orientation and green performance.

The research employed a quantitative analysis technique using hierarchical linear regression and a moderated mediation approach on a sample of 409 managers from UAE manufacturing firms to investigate the proposed relationships among the variables.

The research results show that a firm’s green performance is influenced by its green entrepreneurial orientation. Green innovation, both exploratory and exploitative, mediates the link between green entrepreneurial orientation and green performance. Moreover, the association between green entrepreneurial orientation and exploitative green innovation, as well as between exploitative green innovation and a firm's green performance, is strengthened by resource orchestration capability. The findings of the moderated mediation show that when resource orchestration capacity is high, exploitative green innovation has a greater mediating effect on green entrepreneurial orientation and green performance.

This study provides valuable insights for manufacturing firms to achieve sustainable performance and reduce their environmental impact. Firms should adopt proactive environmental strategies and innovative approaches to achieve sustainable green performance by adopting green entrepreneurship and establishing ambidextrous green innovation.

This study contributes to the literature on GEO, ambidextrous green innovation, resource orchestration capability, and green performance. These results provide insight into fostering green innovation in the manufacturing industry, deepen the theoretical foundation for green entrepreneurship, and advance the field of green entrepreneurship study.