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This paper investigates specific organizational capabilities related to stakeholder relationship capability and the effect of the latter on value creation.

The authors propose and test whether organizational capabilities related to knowledge, engagement, moral and adaptation are positively related to stakeholder relationship capability. The authors then test the effect of stakeholder relationship capability on the creation of greater value for stakeholders. The study tests the hypotheses with paneled data composed of a sample of 116 publicly traded companies in Brazil for a total of 275 observations taken over three years.

The findings show that there is a positive and significant relationship between knowledge, engagement, moral and adaptation capabilities and stakeholder relationship capability. Stakeholder relationship capability has been shown to have a positive and significant effect on greater value creation for stakeholders.

Analysis of the processes and practices that serve as the basis for each capability is meaningful for managerial practices, as it offers a more detailed understanding of the routines pertaining to each capability. Practical discussions on operational procedure levels are a meaningful and attainable way for managers to apply stakeholder theory.

The investigation of the specific capabilities enabling value creation between the company and its stakeholders contributes to the discussion of the connections between stakeholder theory and the resource-based view (RBV).

The purpose of this study is to investigate the effect of anarchist accounting (AA) on stakeholder relationship capability (SRC) in the context of Iranian capital market companies.

This study is based on a descriptive survey-correlation data collection method. As this study is on (AA) and (SRC) in Iran, the population of the study is made up of all financial managers and heads of the accounting department of capital market companies in Iran. Among 185 companies (Tehran Stock Exchange [TSE]), 100 companies were selected as samples which are all in the TSE. As suggested by Niles (2006), a minimum sample size of 10% of the population is generally acceptable. A questionnaire survey was adopted in obtaining primary data for this study. Thus, based on Cochran sampling techniques, 395 questionnaires were returned and became the basis of analysis. Also, partial least square was used to test the research hypothesis.

The statistical findings indicate the fit of the structural desirability of the factor load and according to the standardized coefficient (path coefficient), the dimensions of AA have a negative and significant effect on SRC, because the path coefficient is positive.

Theoretically, to the best of the authors’ knowledge, this study is the first research that tries to examine the stakeholder relationship capability through the link between social/political approaches with accounting procedures, an issue that has not been considered in any prior study. Also, conducting the present study in the conditions of social distrust in the Iranian capital market can be important, because the expansion of anarchist accounting helps to create a level of symmetry and equality in information disclosure and it can create value for shareholders.

Considering the constraints on resources and the need for firms’ planning to avoid recession and underdevelopment, enhanced investment efficiency would promote the capital market attractiveness and increase the performance of capital market investment. Empowering these markets through investment efficiency requires to promote the flow of information disclosure to stakeholders to provide the greater coherence and integration of information, enhance equal decision-making capabilities and promote trust and confidence in the company. The present study aims to examine the impact of stakeholder relationship capability on investment efficiency through testing the mosaic theory.

In this study, two criteria (namely, the ratio of net fixed assets to total assets and investment level) were used to measure investment efficiency. Furthermore, meta-synthesis and Delphi analyses were adopted based on a five-point Likert scale to measure the development of stakeholder relationship capability. To collect the research data, the questionnaires were sent to 142 companies in 2019, of which 112 questionnaires were returned by the managers of the firms listed in Tehran Stock Exchange. To fit and test the research hypothesis, partial least squares analysis was used.

After confirming the fit of the model, the results revealed that the stakeholder relationship capability had a positive and significant effect on investment efficiency.

With regard to the mosaic theory, this finding confirms that the equity of information in reflecting news and knowledge among stakeholders can promote the role of the firm’s stakeholder relationship capability, thus enhancing the investment efficiency.

Big data management research and practice, however, have received enormous interest from academia and industry; the extant literature demonstrates that the authors have limited understanding and challenges in this knowledge-stream to fully capitalize with its potentials. One of the contemporary challenges is to accurately verify data veracity, and developing value from the verified data for an organization and its stakeholders. Consequently, the purpose of this paper is to develop insights on how the authors could strategically deal with the contemporary challenges in strategic management of big data, related to data veracity and data value.

The inductive–constructivist approach is followed to develop insights at the intersection of dynamic capabilities theory and stakeholder relationship management concept, in order to strategically deal with the contemporary challenges in big data management, related to data veracity and data value.

At the intersection of dynamic capabilities theory and stakeholder relationship management concept, an implication is acknowledged, which has research and practical significance to strategically verify data source, its veracity and value. Following this implication, a framework of a data incubator is proposed to proactively develop insights on veracity and value of data. Empirical insights are also presented in this study to support this initial framework.

For future research in strategic management of big data, academics will have contextual understanding on the particular interconnected and interdependent attributes from dynamic capabilities and stakeholder relationship management research streams to further enhance the understanding on big data management. For practice, these insights will be useful for executives to focus on specific attributes of the proposed data incubator to confirm data veracity and develop insights on how to design, deliver and evaluate stakeholder value based on the verified data.

Following a synthesis at the intersection of dynamic capabilities theory and stakeholder relationship management concept, this study introduces a data incubator to meaningfully deal with the big data management challenges, related to veracity and value of data.

With increasing research focus paid to dynamic capabilities, there is an increased need to explore how dynamic capabilities can help business firms to realize corporate responsibility with stakeholders for achieving sustainable competitive advantage. The purpose of this paper is to explore the mediation effect of strategic alliance with stakeholders on the relationship between dynamic capabilities and sustainable competitive advantage in China, an emerging market, to give suggestions on how to manage corporate responsibility to address a rapidly changing environment.

The paper tested its hypotheses on a sample in the context of China. Specifically, 700 questionnaires were sent out; 300 were collected, of which 227 were usable. The partial least squares (PLS) structural equation modeling approach was used to analyze the data and test the hypotheses.

The paper has incorporated dynamic capabilities view and corporate responsibility perspective to explain the effects of strategic alliance with different stakeholders to sustainability in emerging markets. The empirical results show that opportunity‐sensing capability, reconfiguration capability and technological flexibility capability have significant impacts on sustainable competitive advantage. Additionally, the finding indicates that the effect of opportunity‐sensing capability on sustainable competitive advantage is fully mediated by strategic alliance with stakeholders. Moreover, the result indicates that the influence of reconfiguration capability on sustainable competitive advantage is partially mediated by strategic alliance with stakeholders. The result indicates that the influence of technological flexibility capability on sustainable competitive advantage is partially mediated by strategic alliance with stakeholders too.

Combining theory and evidence from the study, an empirical verification of the links between dynamic capabilities and sustainable competitive advantage in the context of China's emerging economy was conducted. This theme has not yet been studied in the current literature in corporate responsibility. The research suggests that business firms can employ dynamic capabilities to achieve sustainable competitive advantage by means of strategic alliance to meet corporate responsibility to address hyper‐competitive environments.

Governments worldwide have used administrative reforms to align public organizations with the needs of their key stakeholders. However, despite successfully implementing them, they do not consistently achieve the desired organizational performance. This paper aims to explore the relationship between the implementation of administrative reforms and the performance of public organizations from a comprehensive perspective. For this purpose, the authors analyze the mediation role of three crucial dynamic capabilities.

This research used a survey-based methodology. Structural equation modeling (SEM) was used to analyze the data obtained from a sample of public officials and managers working in public organizations in the State of Ceará (Brazil).

The results of this study suggest that dynamic capabilities can have a decisive role in implementing government policy proposals and helping public organizations align their outcomes with stakeholders' needs. In addition, they indicate the existence of two levels of capabilities and identify a road map for their implementation.

From a practical point of view, by identifying these capabilities and their interrelationship, this study provides a roadmap to reduce the complexity of their use and help managers of public organizations deliver desired outcomes relating to the quality of individual and collective stakeholders.

This study makes important contributions to the literature, enabling scholars and practitioners to see the result of government policy proposals beyond the efficient use of public resources. It shows the role of dynamic capabilities as mediation instruments for changing public organizations, which can be used in administrative reform implementations and continuous improvement processes. Finally, it provides empirical research on the interaction between the three dynamic capabilities in the context of public organizations, differentiating these capabilities into two levels, which provides a road map for their implementation and development by public managers.

Os governos de todo o mundo têm usado reformas administrativas para alinhar as organizações públicas com as necessidades de seus principais interessados. Entretanto, apesar da implementação bem-sucedida, elas não atingem consistentemente o desempenho organizacional desejado. Este estudo tem como objetivo analisar a relação entre a implementação de reformas administrativas e o desempenho das organizações públicas, visto de uma perspectiva abrangente. Para este propósito, analisamos o papel de mediação de três capacidades organizacionais cruciais.

Este estudo utiliza uma metodologia baseada em questionários. Foi utilizada modelagem de equação estruturais para analisar os dados obtidos de uma amostra de funcionários públicos e gerentes que trabalham em organizações públicas no Estado do Ceará (Brasil).

Os resultados deste estudo sugerem que as capacidades dinâmicas podem ter um papel decisivo na implementação de propostas de políticas governamentais e ajudar as organizações públicas a alinhar seus resultados com as necessidades das partes interessadas. Além disso, eles indicam a existência de dois níveis de capacidades e identificam um roteiro para sua implementação.

Do ponto de vista prático, ao identificar essas capacidades e suas inter-relações, este estudo fornece um roteiro para reduzir a complexidade de seu uso e ajudar os gerentes de organizações públicas a obter os resultados desejados em relação à qualidade das partes interessadas individuais e coletivas.

Esta estudo faz contribuições importantes à literatura, permitindo que académicos e profissionais vejam o resultado de propostas de políticas governamentais além do uso eficiente de recursos públicos. Ele mostra o papel das capacidades dinâmicas como instrumentos de mediação para mudar as organizações públicas, que podem ser utilizadas em implementações de reformas administrativas e processos de melhoria contínua. Finalmente, fornece resultados empíricos sobre a interação entre as três capacidades dinâmicas no contexto das organizações públicas, diferenciando essas capacidades em dois níveis, o que fornece um roteiro para sua implementação e desenvolvimento pelos gestores públicos.

This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a retail setting.

Nineteen face-to-face interviews were conducted with UK small and medium sized enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form marketing capability. The authors further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach used provided a deeper insight into the motivations, perceptions and associations of the stakeholders behind these intangible concepts, and their relationships with their customers.

The research identified that there is a strong relationship between tangible and intangible assets, their components and the following capabilities: corporate/brand identity management, market sensing, customer relationship, social media/communication, design/innovation management and performance management. In addition, companies need to understand clearly what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must highlight the importance of strong cultural assets that substantially contribute to a company’s performance.

Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, the authors provide evidence that by fully exploiting their embedded culture and other intangible components, companies can more favourably engage with their customers to attain a sustainable competitive advantage.

This paper aims to propose a “Four-F (finding facts, fostering alternates, fulfilling implementation and feasibility testing)” action plan to global food service businesses (FSB) such as restaurants (dine-in/take away) to build resilience during times of global crises. The 2019 Coronavirus disease and FSBs apply as working examples elaborating the proposed Four-F action plan with several managerial implications for the internal and external stakeholders of FSBs.

The method involves reviewing and coding 108 articles using the PRISMA approach, then applying findings to develop the Four-F action plan integrating multiple theoretical concepts (such as stakeholder, crisis management and dynamic capabilities).

There are two key findings. First, though all four crisis phases should be considered by decision-makers as part of their contingency planning process, the pre and post-crisis stages need higher attention. Second, the Four-F action plan provides specific recommendations to FSBs stakeholders (consumers, suppliers and government) for each crisis phase (pre-crisis, crisis emergence, crisis occurrence and post-crisis).

To the best of the authors’ knowledge, this is the first paper that has incorporated multiple theoretical frameworks (stakeholder theory, crisis management and dynamic capabilities) within the FSBs context and provided the Four-F action plan for decision-makers to understand and manage crisis phases.

This study proposes a new construct and a measure for understanding the embeddedness of public relations capability at the organisation level. The public relations orientation measure assesses the degree to which organisations (1) pursue both behavioural and symbolic relationships with publics, (2) set public relations goals to support organisational goals and facilitate effective use of public relations information within the organisation, (3) provide adequate resources for public relations, and (4) engage in dialogue with the publics on whom their success or failure depends. Suggestions are given for how public relations orientation (PRO) can be used as a diagnostic and benchmarking tool in organisations.

Understanding how firms manage multiple stakeholders is an academic and business call. This paper aims to describe a firm’s processes to implement a stakeholder value creation system, defined as the firm’s processes to create appropriate value with multiple stakeholders.

The authors based their investigation on a conceptual framework extracted from a previous literature review. From there, the authors conducted qualitative empirical research designed as a multiple-case study. In-depth interviews with 47 people from 11 different firms are the key source of this study.

This paper proposes a framework demonstrating how a firm can implement a stakeholder value creation system. Results pointed to three processes: value creation, distribution and capture. Value distribution mechanisms are drivers for both value creation and capture processes. The system is a set of multiple flow relationships between the firm and its stakeholders.

This research is limited to the Brazilian context.

The stakeholder value creation system is composed of seven elements: walk-the-talk organizational behavior, stakeholder business model, societal non-attended need, stakeholder preference matrix, stakeholder bargaining power, retention of rents and governance mechanism. Managers may design their firm’s unique processes using these elements as drivers.

The present investigation demonstrates that societal issues matter for firms to formulate strategies that positively impact their economic, social and environmental results.

The authors investigated competitive strategy concepts of value creation and appropriation from a combination of resource-based and stakeholder theories and a system perspective. The framework of this study consolidated both theories’ ideas from a complementary perspective. The authors suggest managers and academics should adopt the power of the “AND” position instead of the “OR” trade-off position.