Dynamic capabilities for digitalisation in the AECO sector – a scientometric review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Douglas Aghimien ◽  
Clinton Ohis Aigbavboa ◽  
Ayodeji Emmanuel Oke ◽  
David Edwards ◽  
Wellington Didibhuku Thwala ◽  
...  
Keyword(s):  
Dynamic Capabilities ◽  
Business Processes ◽  
Industrial Revolution ◽  
Secondary Data ◽  
Business Environment ◽  
Theoretical Background ◽  
Market Demand ◽  
Content Type ◽  
Future Studies ◽  
Industrial Management

PurposeA scientometric review of extant literature is conducted to define and delineate upon the enabling dynamic capabilities required to engender the digitalisation of organisations operating in the architecture, engineering, construction and operations (AECO) sector. A secondary aim sought to provide direction for future studies and theories to be tested in this novel field of investigation as well as stimulate wider polemic debate amongst industry stakeholders.Design/methodology/approachAn interpretivist philosophical stance and inductive approach was undertaken in this study, using a grounded theory strategy. Secondary data used was sourced from the Scopus journal database using specific related keywords. VOSviewer was used to prepare co-occurrence maps based on the bibliographic data gathered.FindingsAECO organisations that seek digitalisation must possess the capability to sense and seize opportunities and threats within the business environment and reconfigure their business processes to best meet their market demand. This can be achieved by improving on attributes relating to industrial management and strategic planning, organisational learning, enterprise resource management and innovative information technology. Future studies should target novel areas such as AECO organisations' ambidexterity and service innovation.Originality/valueThis is the first study to explore the dynamic capabilities of AECO organisations in relation to digitalisation adoption. Therefore, the research serves as a robust theoretical background for signposting AECO organisations who seek to transition to digital solutions in the fourth industrial revolution.

Big data and competitive advantage at Nielsen

2014 ◽  
Vol 52 (3) ◽  
pp. 573-601 ◽  
Author(s):  
Michael E. Prescott
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Business Environment ◽  
Digital Data ◽  
Dynamic Capability ◽  
Annual Reports ◽  
Content Type

Purpose – The purpose of this paper is to illustrate how an international company, Nielsen Holdings, reacted to changes in their highly competitive industry brought about by advances in technology. This case presents the strategic management decisions that enabled Nielsen to regain its competitive advantage. This case further describes the functioning of the resource-based view (RBV) of strategy, dynamic capabilities framework, and digital data genesis (DDG), in a turbulent business environment. Design/methodology/approach – The case study is based primarily upon secondary data to include annual reports, press releases, company web site, as well as articles. Findings – The case study provides an example of the functioning of a once durable competitive advantage that was eroded due to advances in technology, and the steps the company took to regain that advantage. The paper illustrates the functioning of a capability and a dynamic capability in DDG. Practical implications – This case can be used for the teaching of decision making, business strategy, the RBV of strategy, dynamics capabilities, and DDG. Originality/value – This paper provides an example of the functioning of the capability and dynamic capability of DDG.

Crisis or opportunity: Marks and Spencer’s tryst with Indian retail

2020 ◽  
Vol 16 (6) ◽  
pp. 671-690
Author(s):  
Arunima Rana ◽  
Ravi Shankar
Keyword(s):  
Decision Making ◽  
International Business ◽  
Brand Management ◽  
Secondary Data ◽  
Business Environment ◽  
Special Focus ◽  
Retail Sector ◽  
Content Type ◽  
Competitor Analysis ◽  
Fashion Retail

Research methodology The case is written using secondary data sources (namely, research documents, press information, journal articles and published interviews). Publicly declared company information has further been leveraged to augment case facts. All information sources have been duly acknowledged in the reference section. Case overview/synopsis The case is written in the backdrop of COVID-19 pandemic and its effect on the Indian retail industry, revolving around scenarios in which a multinational retailer has to decide on its long- and short-term strategy in such an economic crisis. The case story has been developed around Marks and Spencer’s retail venture in the Indian market. With the COVID-19 pandemic impacting business at various levels, with countries moving to lock down and economies shrinking to recessionary levels, one of the worst affected sectors is retail. The teaching case builds upon Mark and Spencer’s initial decision of not entering and extending its food/grocery business in India. While it remained a dominant player in Indian fashion retail for almost two decades, it needs to re-think its decision of entering food retail owing to a pandemic situation affecting its offline sales/store footfall and increasing competition from global fashion brands such as Zara and H&M that had flooded the Indian fashion retail sector. The case provides a context for students to perform environmental factor and competitor analysis for a sector, with special focus on decision making in a changing crisis scenario. Complexity academic level This case could be used in undergraduate and MBA classroom programme, across subjects such as retail management, marketing management, international business, international business environment and strategic business management. This case fits while discussing topics such as business environmental factors, competitor analysis, decision-making under crisis, market entry decision, omnichannel retail strategy, consumer behaviour and brand management.

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

scholarly journals E-BUSINESS PROCESSES IN FOOD SERVICES

2021 ◽  
Vol 9 (10) ◽  
pp. 821-829
Author(s):  
Dsouza Prima Frederick ◽  
◽  
Krithi a ◽  
Priyanka Nayak ◽  
Bhuvana R. ◽  
...  
Keyword(s):  
Food Security ◽  
Business Process ◽  
Business Processes ◽  
Positive Impact ◽  
Food Service ◽  
Secondary Data ◽  
Theoretical Background ◽  
Production Cycle ◽  
Food Services ◽  
Service Market

Purpose: The core aim of this article is to study the influence of E-Business Processes of foodservice companies on increasing food security. Objectives: To study the theoretical background of the creation of foodservice business processes describe their function in the production cycle evaluate foodservice predictors to understand the framework on how the business processes grounded on digital technologies which have positive impact on food security. Methodology: This paper is based on a variety of existing research on E-Business Processes in the Food Service Industry. The research employed secondary data from a literature analysis of journal publications. Findings: The development and modernisation of digital business process management principle, as well as the intricate performance of all structural elements of the food business, including information and computer technological progressions, all helps in contributing to the firms catering processes that are carried out efficaciously. Originality: In the concept of production and management, the paper mentions the business process and its attributes. The study analyses the various forms and attributes of business processes in the sphere of food services, as well as their content and objectives. The researcher aims to investigate the role of modernization of business processes in the system and management process, as well as the influence on the key outcomes that define successful service market activity. The study contains foodservice industry information with its trends and issues. Value: The study proposes a series of tech methods to enhance the business processes of foodservice companies, with a beneficial influence on food security. Type of paper: Conceptual Research Paper.

Supplier management by distributing orders among new and existing suppliers: the methodology and its application to a fast fashion company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Betul Acar Alagoz ◽  
Murat Caner Testik ◽  
Derya Dinler
Keyword(s):  
Performance Evaluation ◽  
Business Processes ◽  
Low Cost ◽  
Moving Average ◽  
Holistic Approach ◽  
Supplier Management ◽  
Business Environment ◽  
Content Type ◽  
A Company ◽  
Over Time

PurposeThis study aims to create a reliable, collaborative and sustainable business environment with suppliers of a company for providing high-quality and low-cost products on time. A supplier management system that sustains existing suppliers by sharing work based on systematic performance evaluation while developing the supplier base with potential suppliers is proposed.Design/methodology/approachBuilt on quantitative approaches, supplier management functions are integrated in the designed system. A quantitative strengths, weaknesses, opportunities and threats (SWOT) analysis is adapted for evaluating potential suppliers. A multi-objective integer linear programming (ILP) model is developed for the distribution of orders among selected potential and existing suppliers. A performance evaluation scheme based on an exponentially weighted moving average (EWMA) is proposed to evaluate and monitor suppliers' performance over time.FindingsProposed system develops a supplier base by methodically selecting and approving new suppliers, and a sustainable relationship with both new and existing suppliers is established based on performance over time. Decisions on retaining or removing suppliers from the base are objectively made by quantitative evaluations. Orders are fairly distributed among suppliers under the constraints imposed by the management. Dependence on a certain set of suppliers and its associated risks are reduced while agility in offering goods is enabled.Originality/valueBusiness processes for selecting new suppliers, distributing orders among all suppliers, evaluating and monitoring performance over time are quantitatively integrated to add value in operational decision-making. The proposed system is original in the holistic approach for managing and sustaining multiple suppliers of a company based on performance.

Retail post-COVID growth strategy – is omni channel the way?

2021 ◽  
Vol 11 (1) ◽  
pp. 1-13
Author(s):  
Ritu Srivastava ◽  
Yogesh Yadav
Keyword(s):  
Business Models ◽  
Emerging Market ◽  
Secondary Data ◽  
Business Environment ◽  
Growth Strategy ◽  
Content Type ◽  
Chief Operating Officer ◽  
Retail Chain ◽  
A Value ◽  
Retail Business

Learning outcomes To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To make students understand how a value proposition (product) is crafted in a retail organisation. To introduce the technique of developing a service blueprint for designing the retail consumption experience. To induce students to analyse on what criteria should retail business models be evaluated. To introduce the students to the concept of omnichannel retail strategy. Case overview/synopsis The case is about a value-retail chain We Mart India facing the sudden lockdown situation in April 2020 because of the Covid-19 pandemic hitting India. Shailesh Mehta, the Chief Operating Officer of We Mart is wondering what he should do post the lockdown to bring back the retail chain to its pre-Covid fast-paced growth of 25% YOY in June 2019. We Mart focussed on physical stores as a part of its strategy with an emphasis on the in-store experience. The company catered to the aspirations in fashion for the youth through a series of fashion apparel and accessories in Tiers 2 and 3 cities. The company had grown successfully in two decades and had expansion plans for 2020, which now seemed hazy because of this unpredicted biological disruption impacting businesses. Mehta’s worries were intensified by the change in the consumer trend that was witnessing a shift from offline to online. He wondered about how to incorporate this change and also realign the corporate growth plans in amidst of a challenging situation. To add to his woes were thoughts about established competitors online already apart from the existing offline ones. Research methods: This case is based on primary and secondary data gathered through interviews and publicly available secondary sources. The name of the company and protagonist have been disguised. Complexity academic level The case is suitable for post-graduate (masters in buisness administration) level courses on retail management. The length of the case enables the participants to even read in the class. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing

Barriers, practices, methods and knowledge management tools in startups

2019 ◽  
Vol 23 (9) ◽  
pp. 1838-1856 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Masaaki Kotabe
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Field Research ◽  
Business Environment ◽  
Exploratory Research ◽  
Management Tools ◽  
Content Type ◽  
Development Level ◽  
Agile Organization ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

Strategic orientations and performance of young ventures

2019 ◽  
Vol 58 (4) ◽  
pp. 666-686 ◽  
Author(s):  
Krishna Chandra Balodi
Keyword(s):  
Dynamic Capabilities ◽  
Business Environment ◽  
Strategic Orientation ◽  
Hierarchical Regression ◽  
Research Approach ◽  
Content Type ◽  
Technological Turbulence ◽  
Strategic Orientations ◽  
And Performance ◽  
The Uk

Purpose Considering that entrepreneurial orientation (EO) and market orientation (MO) are antecedents of firm performance, and that technological turbulence (TT) and competitive intensity (CI) are present in different degrees in the business environment, the purpose of this paper is to address the following question in the context of young ventures: What is the contingent effect of TT and CI on MO–performance and EO–performance relationships? Design/methodology/approach This paper follows a deductive research approach. First, the literature on strategic orientation, opportunities, and dynamic capabilities (DCs) view are reviewed to formulate hypotheses. Then moderated hierarchical regression analysis is used on data collected from entrepreneurs/top managers of a multi-country (India and the UK) sample of young ventures. Findings The results of this study provide empirical evidence to the argument that both EO and MO, when looked from the universal approach, positively affect young ventures’ performance. The results show that young venture should consider environmental contingencies while choosing a strategic orientation. For resource-starved young ventures, EO is beneficial when the environment is intensely competitive, and MO is advantageous when the environment is technologically turbulent. Originality/value This study relies on the literature on opportunities and DCs view to arrive at hypotheses specific to young ventures. The paper empirically tests the assertions, finds support for the majority of them and reports unbiased estimates of the coefficients. It also clarifies the contrary observation made by some researchers in their study of orientation–performance relationship.

Customer service innovations in the Indian hospitality industry

2016 ◽  
Vol 8 (4) ◽  
pp. 416-431 ◽  
Author(s):  
Sonia Bharwani ◽  
David Mathews
Keyword(s):  
Customer Service ◽  
Hospitality Industry ◽  
Qualitative Interviews ◽  
Secondary Data ◽  
Business Environment ◽  
Content Type ◽  
Indian Context ◽  
Physical Asset ◽  
Emotional Level ◽  
Shed Light

Purpose The hospitality industry the world over is transforming from a product-focused, physical-asset-intensive business to a customer-focused, experience-centric one. This research aims at evolving a typology of customer-centric hospitality innovations. It attempts to explicitly capture the intrinsic DNA of hospitality innovations in the Indian context by exemplifying the typology posited with customer service innovations adopted by contemporary hoteliers that provide new ways of managing and enhancing customer experience. Design/methodology/approach This study is based on primary research through qualitative interviews conducted with select hospitality professionals, supplemented by secondary research in the form of a review of academic literature, as well as other secondary data sources such as company websites and travel websites which shed light on customer service innovations in the Indian context. Findings To develop and sustain competitive advantage, hospitality businesses are increasingly channelizing their efforts to provide innovative and holistic experiential service offerings. Service innovations are being tailored to cater to the unique personal tastes and requirements of hotel guests to connect with individual guests on a personal and emotional level to create memorable hospitality experiences. Research limitations/implications Practitioners, researchers and educationists in the hospitality industry would find the implications of this study useful in the context of the present customer-centric business environment where hotels are constantly striving to meet the exponentially rising bar of guest expectations. Originality/value The research highlights that it is critical to keep the customers’ perspectives central while designing innovative hospitality products. Further, it is important to create a cadre of innovation champions and service enthusiasts who can engender a culture of service innovation within the organisation.

Solution providers’ strategic capabilities

2017 ◽  
Vol 32 (5) ◽  
pp. 752-770 ◽  
Author(s):  
Tuomas Huikkola ◽  
Marko Kohtamäki
Keyword(s):  
Business Processes ◽  
Technology Development ◽  
Secondary Data ◽  
Generic Model ◽  
Data Set ◽  
Content Type ◽  
Strategic Customers ◽  
External Data ◽  
Management Capability ◽  
Strategic Capabilities

Purpose Drawing on the resource-based view of the firm, this study aims to analyze solution providers’ strategic capabilities that facilitate above-average returns. Design/methodology/approach The study applies a qualitative comparative case method. In addition to an extensive set of secondary data, the results are based on interviews with 35 executives from nine leading industrial solution providers, their strategic customers and suppliers. The analyzed solution providers were identified based on quantitative survey data. Findings By observing six distinctive resources and three strategic business processes, the present study identifies seven strategic capabilities that occur in different phases of solution development and deployment: fleet management capability, technology-development capability, mergers and acquisitions capability, value quantifying capability, project management capability, supplier network management capability and value co-creation capability. Research limitations/implications The study develops a generic model for the strategic capabilities of servitization. Application of the developed model to different contexts would further validate and enhance it. Practical implications Managers can use the developed model to benchmark, identify, build and manage solution providers’ strategic capabilities and associated practices. Originality/value The study develops a valuable conceptual model based on the comparative case data. Case firms were selected for the study based on a representative quantitative data set. The results were verified and triangulated with external data.

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