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1 – 10 of over 106000Knowledge organisations perform knowledge processes, using their primary resources of intellectual capital, and their key input of information. Their effectiveness in performing…
Abstract
Knowledge organisations perform knowledge processes, using their primary resources of intellectual capital, and their key input of information. Their effectiveness in performing these processes depends on their knowledge capabilities. In most cases these capabilities must be highly dynamic in order to respond to the changing environment of the organisation and resulting evolution of the required core knowledge processes of the organisation. All organisational development must be centred around developing those dynamic knowledge capabilities on an ongoing basis. The strategic capabilities of an organisation depend on its ability to process rapidly changing information and perspectives on the organisation and its business environment, so these are in fact high‐order knowledge capabilities. The development of organisational knowledge capabilities can be addressed most completely by considering the four fields of individual technology, organisational technology, individual skills and behaviours, and organisational skills and behaviours.
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Byung-Gak Son, Samuel Roscoe and ManMohan S. Sodhi
This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?
Abstract
Purpose
This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?
Design/methodology/approach
We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg).
Findings
The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure.
Originality/value
We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.
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Pengcheng Pan, Yu Wang, Yumiao Yang and Sujuan Zhang
Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in…
Abstract
Purpose
Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in the architectural, engineering, construction, and operation industry. However, limited research has focused on a project owner organization perspective to investigate owner BIM capabilities that are required to ensure effective project management and delivery. This present study aims to propose an indicator framework to evaluate owner BIM capabilities at the organizational level.
Design/methodology/approach
Leveraging the existing literature on BIM capabilities and synthesizing insights from the resource-based view and information technology capabilities research, this study conceptualizes the BIM capabilities of project owner organizations and offers a framework of indicators for measurement. Semi-structured interviews with BIM experts and a questionnaire survey were conducted to identify key indicators affecting owner BIM capabilities. A six-dimensional structural equation model with 29 indicators was then established.
Findings
The findings highlight the multidimensionality of owner BIM capabilities and show that process capabilities play a crucial role in enhancing owner BIM capabilities, while technical capabilities are considered as the least important aspect.
Research limitations/implications
The study sheds light on the key role of project owner organizations in ensuring BIM value and suggests that project owners focus more on the organizational processes of introducing BIM in managing projects.
Originality/value
This study reconceptualizes owner BIM capabilities drawing on the idea of resource-based view and information technology capabilities and highlights the important dimensions and indicators of owner BIM capabilities at the organizational level.
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An increased understanding of the capabilities needed for HR Analytics and how to build synergies from these capabilities is of practical and academic importance. Using the lens of…
Abstract
An increased understanding of the capabilities needed for HR Analytics and how to build synergies from these capabilities is of practical and academic importance. Using the lens of Systems Theory, an explorative case study is performed in a multinational food distribution company that is building its HR Analytics Capabilities. In this study, the synergistic enablers and mechanisms have been examined in practice for the domain of HR Analytics and the BA Capabilities involved (clustered into Technology, Governance, Analytic Practices and Processes, People and Culture). Examples of (in)compatibilities, integration efforts, mechanisms and synergistic outcomes are given from the case organization. This study provides insights on how in practice the interaction between BA Capabilities can lead to synergistic relationships and synergistic outcomes and through what mechanisms and enablers this is being facilitated. The study contributes to HR Analytics and IS literature in terms of the use of synergistic enablers and mechanisms in practice.
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Samuel Leite Castelo and Carlos F. Gomes
Governments worldwide have used administrative reforms to align public organizations with the needs of their key stakeholders. However, despite successfully implementing them…
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Practical implications
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.
Originality/value
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.
Propósito
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.
Metodologia
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).
Resultados
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.
Implicações práticas
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.
Originalidade
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.
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The paper aims to assess the impact of a government digital platform, WoredaNet on the dynamic capabilities (DCs) of government organizations, that provides government services to…
Abstract
Purpose
The paper aims to assess the impact of a government digital platform, WoredaNet on the dynamic capabilities (DCs) of government organizations, that provides government services to citizens in Ethiopia.
Design/methodology/approach
The study adopted a quantitative strategy using 10 local government administrative regions in Ethiopia (Woredas), which digitally innovate using the government digital platform. This study sampled 970 employees from government organizations to better understand the usage of digital government in low-income countries to enhance service delivery through DCs. The study adopted a conceptual formative model using the covariance-based structural equation modeling (SEM) technique. The model integrated seven latent variables, namely, WoredaNet usage, adaptive capability, absorptive capability, innovative capability, opportunity-sensing ability, opportunity-seizing ability and opportunity-reconfiguring ability. The relationships between the latent variables were then created, and 15 hypotheses were designed.
Findings
The research showed that government organizations’ ability to adapt, absorb and innovate is enhanced by using WoredaNet. The study revealed how government organizations could enhance their opportunity seizing and opportunity reconfiguring capabilities by leveraging their adaptive, absorptive and innovative capabilities. On the other hand, the findings of the study indicated that there is no significant relationship between WoredaNet usage and the microfoundations of government organizations. This could be because of the varied nature of government organizations. And hence, could be addressed by considering the same formative model on narrower segment of government organizations.
Originality/value
The paper contributes to digital government literature in revealing how DCs of government organizations in resource-constrained low-income countries could be assessed effectively using formative models.
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Onaopepo Adeniyi, Niraj Thurairajah and Feyisetan Leo-Olagbaye
Practitioners have reported a minimal and non-use of building information modelling (BIM), especially in small and medium-sized organisations and BIM infant construction…
Abstract
Purpose
Practitioners have reported a minimal and non-use of building information modelling (BIM), especially in small and medium-sized organisations and BIM infant construction industries. This development calls for a reappraisal of organisations’ strength in capabilities required for BIM uptake towards the target of global construction digitalisation. This study aims to assess the BIM Level 2 uptake capability of organisations in a BIM infant construction industry and identify the underlying interactions between the capability criteria.
Design/methodology/approach
The study used a multivariable analysis of fifteen descriptors identified from the people, process, policy, finance and technology domain. Data collection was done in the BIM infant construction industry in Nigeria. Verification of the descriptors and an evaluation of BIM uptake capability in organisations was done. Seventy-three responses were received within the selected context, and data analysis was done with mean weighting and exploratory factor analysis. Maximum Likelihood extraction and Direct Oblimin rotation were used.
Findings
Factor analysis revealed three factors that explained 53.28% of the total variance in the BIM Level 2 uptake capability of construction organisations. The factors are workforce capacity and continuous development, an affinity for innovation and strength in physical and operational facilities.
Research limitations/implications
This study provides an overarching and insightful discussion on BIM uptake capability and construction digitalisation with evidence from a BIM-infant construction industry.
Practical implications
The findings of this study are a piece of valuable empirical evidence on Level 2 BIM uptake capability. This empirical situation analysis will inform the advocacy for the advancement of BIM and enhanced utilisation of building information. Evidence on the capability performance of the BIM infant industry has been revealed.
Originality/value
The outcome is expected to stir debate on the preparedness of organisations to further exploit the benefits of BIM in the BIM infant construction industry. Examination of the capability for a particular phase of BIM is scanty in the literature.
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Imran Shafique, Masood Nawaz Kalyar, Muhammad Shafique, Aino Kianto and Loo-See Beh
This study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, and their subsequent influence on firm performance. It also…
Abstract
Purpose
This study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, and their subsequent influence on firm performance. It also investigates whether organizational structure – in terms of connectedness and centralization – helps to develop a suitable context that either hinders or catalyzes the effectiveness of KM capability in predicting innovation ambidexterity.
Design/methodology/approach
Data were collected from 336 manufacturing organizations in Pakistan using a random sampling technique. Partial least square-based structural equation modelling (PLS–SEM) was employed to analyze the data.
Findings
Results reveal that KM capability is positively linked with innovation ambidexterity and firm performance. Innovation ambidexterity positively mediates the link between KM capability and firm performance. Connectedness positively moderates the association between KM capability and innovation ambidexterity. However, centralization negatively moderates the link between KM capability and innovation ambidexterity.
Research limitations/implications
This research offers theoretical insights into when and how KM capability is effective in prompting performance through innovation ambidexterity by creating a suitable context.
Practical implications
The study indicates that innovation may develop in an ambidextrous manner in an organization as long as the organization is proficient in creating a suitable context, i.e. structure to support it. Organizations should strive to develop sustained KM capabilities because these are seminal for enabling the challenging task of exploiting existing resources for innovation while also tapping on new opportunities for explorative breakthroughs.
Originality/value
This research contributes to a novel understanding regarding the importance of KM capability in fostering manufacturing organizations to engage in ambidexterity by creating a suitable context where optimal amount of each form of innovation activities is calibrated using KM capability.
Highlights
Knowledge management capability is crucial for simultaneous exploitation and exploration of innovation
Innovation ambidexterity (i.e. simultaneous exploitation and exploration of innovation) fosters firm performance
Innovation ambidexterity mediates the positive effect of knowledge management capability on firm performance
Connectedness strengthens the relationship between knowledge management capability and innovation ambidexterity
Centralization weakens the effect of knowledge management capability on innovation ambidexterity
Innovation can be developed in an ambidextrous way in organizations as long as organizations have knowledge-based competencies and proficient in creating suitable context
Knowledge management capability is crucial for simultaneous exploitation and exploration of innovation
Innovation ambidexterity (i.e. simultaneous exploitation and exploration of innovation) fosters firm performance
Innovation ambidexterity mediates the positive effect of knowledge management capability on firm performance
Connectedness strengthens the relationship between knowledge management capability and innovation ambidexterity
Centralization weakens the effect of knowledge management capability on innovation ambidexterity
Innovation can be developed in an ambidextrous way in organizations as long as organizations have knowledge-based competencies and proficient in creating suitable context
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Hongyi Mao, Yeming Gong and Ryad Titah
The system of information technology (IT)-oriented resources and processes that organizations need to develop to achieve operational agility remains unclear. The study research…
Abstract
Purpose
The system of information technology (IT)-oriented resources and processes that organizations need to develop to achieve operational agility remains unclear. The study research seeks to extend existing competency literature by incorporating the unique contextual nuances of the relationship between IT capabilities and operational agility.
Design/methodology/approach
Using a multi-method approach, this paper presents a theoretical framework of IT-enabled operations strategy that conceptualizes the role of IT capability in leveraging resources and processes for operational agility. Drawing on operations and information systems research, the authors advance that IT enables operational agility through two dimensions. From the perspective of a resource-based operations strategy, the authors explore the role of IT in resource-leveraging activities by investigating the nonlinear relationship between IT infrastructure and IT reconfiguration. From the perspective of a process-oriented operations strategy, the authors explore the role of IT in process-enhancing activities by investigating the nonlinear relationship between IT coordination and IT integration.
Findings
The study results, based on a sample of 113 organizations in Europe, Asia and North America, show that the interaction between IT infrastructure and IT reconfiguration positively influences operational agility, hence showing complementarity between the two constructs, while the interaction between IT coordination and IT integration negatively affects operational agility, hence indicating substitutability between the two constructs. A series of 62 interviews and a case study of Carrefour were further conducted to validate the field survey's results and to provide a finer grained explanation of the research model and quantitative findings.
Originality/value
The study findings offer an alternative explanation of the inconsistent relationship between IT capability and operational agility.
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The purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs'…
Abstract
Purpose
The purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.
Design/methodology/approach
This study presents results from a large-scale survey (n = 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.
Findings
The study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis–performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.
Originality/value
This paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.
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