scholarly journals Stakeholder pressure, green innovation, and performance in small and medium‐sized enterprises: The role of green dynamic capabilities

2021 ◽  
Author(s):  
Sanjay Kumar Singh ◽  
Manlio Del Giudice ◽  
Charbel Jose Chiappetta Jabbour ◽  
Hengky Latan ◽  
Amrik Singh Sohal
Keyword(s):  
Dynamic Capabilities ◽  
Green Innovation ◽  
Stakeholder Pressure ◽  
And Performance

scholarly journals Organizational Learning and Green Innovation: Does Environmental Proactivity Matter?

2018 ◽  
Vol 10 (10) ◽  
pp. 3737 ◽  
Author(s):  
Yali Zhang ◽  
Jun Sun ◽  
Zhaojun Yang ◽  
Shurong Li
Keyword(s):  
Emerging Economies ◽  
Dynamic Capabilities ◽  
Corporate Sustainability ◽  
Capability Development ◽  
Green Innovation ◽  
Resource Based View ◽  
Green Product Innovation ◽  
And Performance ◽  
Green Process Innovation ◽  
Internal Stakeholders

Emerging economies face the challenge of striking a balance between development and the environment. To adapt to the changes, organizations must develop dynamic capabilities for green innovation and corporate sustainability. Based on a resource-based view integrated with contingency and stakeholder theories, this study examines how strategic contingency makes differences in the transformation between learning and performance resources through innovation efforts. Oriented toward external and internal stakeholders, respectively, learning resources comprise absorptive capacity and transformative capability, innovation efforts include green product innovation and green process innovation, and performance resources contain green image and competitive advantage. Depicting their mediating relationships moderated by environmental proactivity, the research model is supported by survey observations collected from over 300 organizations in China. Environmentally proactive organizations are found to have more balanced dynamic capability development than those that are more reactive. To optimize green innovation, therefore, organizations need to embrace an ecological strategy and engage employees in learning.

The role of cocreation and dynamic capabilities in service provision and performance: A configurational study

2019 ◽  
Vol 78 ◽  
pp. 43-57 ◽  
Author(s):  
R. Wilden ◽  
S. Gudergan ◽  
M.A. Akaka ◽  
A. Averdung ◽  
T. Teichert
Keyword(s):  
Service Provision ◽  
Dynamic Capabilities ◽  
And Performance

Dynamic capabilities, innovation and branding capabilities and their impact on competitive advantage and SME's performance in Portugal: the moderating effects of entrepreneurial orientation

2020 ◽  
Vol 12 (3) ◽  
pp. 255-286
Author(s):  
Jorge Ferreira ◽  
Arnaldo Coelho
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Dynamic Capabilities ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Mediating Role ◽  
And Performance ◽  
Positive Direct ◽  
Moderating Role

Purpose The purpose of this paper is to understand the impact of dynamic capabilities (DC) (in the view of exploration and exploitation) on competitiveness and performance, considering the mediating role the innovation capability (IC) and branding capabilities (BC)on competitive advantage and firm’s performance and the moderating role of entrepreneurial orientation (EO). Design/methodology/approach This investigation proposes a theoretical model tested using structural equation modelling (SEM). Multi-group analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between DC and innovation variable. For this study, 387 valid questionnaires were collected from a sample of Portugal SME’ firms. A 90-item questionnaire which consists to study the relationships among all the variables. Findings The results show that exists a positive direct and indirect influence of DC on competitive advantage and performance variables and mediating impact the IC and BC. Research limitations/implications This study has some methodological limitations affecting its potential contributions. As a cross-sectional study that captures one image in time, its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Some variables, such as ICs, may play a different role in other countries. Future research should initially target different countries. Such research could then test the generalizability of the results. Practical implications This study has important implications for the managers. It highlights the necessity of firms to develop superior strategic orientation of all their members and to invest in better resources and consequently superior capabilities as a way of achieving high levels of firm performance. Another implication from the study is that the firms should develop their marketing programs by focusing on developing innovativeness. Originality/value This study contributes to the understanding of the indirect and direct impact of exploration and exploitation variables, and the mediating role of ICs and BC on the competitive advantage and performance and the moderating effect of EO.

scholarly journals Impact of Dynamic Capabilities on Firm Performance: Moderating Role of Organizational Competencies

2015 ◽  
Vol 2 (2) ◽  
pp. 20 ◽  
Author(s):  
Khaliq Ur Rehman ◽  
Zafar Saeed
Keyword(s):  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Paper Industry ◽  
Competitive Response ◽  
Organizational Competencies ◽  
And Performance ◽  
Relationship Of ◽  
The Impact ◽  
Moderating Role

This study observes the phenomenon of organizational performance with the lens of dynamic capabilities. This study investigates the impact of dynamic capabilities on organizational performance, taking organizational competencies as moderating variable, focusing on a paper industry at Lahore, Pakistan. The measurement of dynamic capabilities is based on the multi-dimensional construct underlying the four main factors which include i.e. Sensing, Learning, strong coordination, and competitive response to the rivals. This will lead to explore relationship of dynamic capabilities with organizational performance. Empirical research posits that dynamic capabilities have a direct impact on the organizational performance of the firm. It also proves that organizational competencies have positive moderating role in relationship of organizational performance and dynamic capabilities. This suggests that the direct relationship between dynamic capabilities and performance is insignificant.

Dynamic Managerial Capabilities

2019 ◽  
Author(s):  
Véronique Ambrosini ◽  
Gulsun Altintas
Keyword(s):  
Social Capital ◽  
Dynamic Capabilities ◽  
Resource Base ◽  
Top Managers ◽  
And Performance ◽  
Dynamic Managerial Capabilities ◽  
Entrepreneurial Activities ◽  
Managerial Capabilities ◽  
Do So

Dynamic managerial capabilities are a form of dynamic capabilities. They are concerned with the role of managers in refreshing and transforming the resource base of the firm so that it maintains and develops its competitive advantage and performance. To do so, managers must develop entrepreneurial activities. These activities consist of sensing and seizing opportunities and transforming the resource base. While most studies focus on the role of top managers and CEOs, entrepreneurial activities can occur throughout the organization. Mid- and lower-level managers can also sense opportunities emanating from the market. Managerial human capital, managerial social capital, and managerial cognition are the three main antecedents to dynamic managerial capabilities.

Co-creating value with suppliers: a conceptual framework

2019 ◽  
Vol 13 (2) ◽  
pp. 213-227
Author(s):  
Paulo Sergio Altman Ferreira
Keyword(s):  
Health Care ◽  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Health Care Organizations ◽  
Two Dimensions ◽  
Content Type ◽  
Theoretical Perspectives ◽  
And Performance ◽  
Mutual Change

PurposeThis study aims to put forward a conceptual framework to promote strategies for exploring and exploiting value co-creation with suppliers through dynamic capabilities development.Design/methodology/approachThe conceptual framework was developed by applying deductive logic to blend the theoretical perspectives of value co-creation and dynamic capabilities concerning interaction and innovation.FindingsThe suggested framework emphasized that to co-create value with suppliers, health-care organizations need to integrate innovation abilities with interactional abilities for assimilating mutual processes and resources. The study also points out the crucial role of middle managers to articulate the diverse value perspectives and act as change catalysts.Practical implicationsThis paper provides a roadmap for health-care managers to develop internal bundles of resources and integrate inter-organizational processes in the direction of co-creating value. The approach suggests the use of project pipelines and performance measures as managerial tools for aligning value co-creating initiatives with suppliers.Originality/valueThe study is a pioneering attempt to develop a conceptual framework for co-creating value with suppliers and, consequently, to provide innovative services to patients. The study aligns with previous value co-creation and dynamic capabilities works in terms of interaction and innovation development. However, based on the interrelation of these two dimensions, the study puts forth four interrelated processes (experimenting new possibilities of value creation; articulating value alignment initiatives; implementing mutual benefits; and executing and managing performance improvement) attached by mutual change mechanisms.

scholarly journals A Dynamic Capabilities-Based Research Model for Innovation in Independent Restaurants

2021 ◽  
Vol 14 (12) ◽  
pp. 135
Author(s):  
Belinda K. Muriuki ◽  
Zack B. Awino ◽  
Madara M. Ogot ◽  
James N. Muranga
Keyword(s):  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Restaurant Industry ◽  
Research Model ◽  
Mediating Role ◽  
Innovation Activities ◽  
And Performance ◽  
Comprehensive Framework ◽  
The Relationship

The purpose of the study is to contribute to the existing literature by reviewing empirical studies conducted in the restaurant industry on innovation to develop a dynamic capabilities-based research model for independent restaurants which can be tested by future scholars in the restaurants industry. The review covered innovation models that have been used and tested in restaurants; types of innovation; dynamic capabilities as an antecedent for innovation; the mediating role of human capital between dynamic capabilities and innovation; and the relationship between innovation and performance. The results of the study revealed that innovation activities described in the literature can be categorised into the dynamic capabilities components of sensing, learning, integrating, and co-ordinating capabilities thus supporting the proposed dynamic capabilities research model. The model, therefore, provides a comprehensive framework for investigating innovation activities in independent restaurants.

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