Strategic entrepreneurship based model of latecomer university

2018 ◽  
Vol 10 (1) ◽  
pp. 108-124 ◽  
Author(s):  
Mikhail Kozlov
Keyword(s):  
Dynamic Capabilities ◽  
Content Type ◽  
Strategic Entrepreneurship ◽  
University Transition ◽  
Strategic Innovation ◽  
Catch Up ◽  
Construct Dimensions ◽  
Transformational Development ◽  
New Framework

Purpose The purpose of the paper was to help resolve the problem if only the universities possessing strategic entrepreneurship manage to advance significantly in their global ranking positions, while most of their competitors fail. Design/methodology/approach Conceptual part of the study introduces a new strategic entrepreneurial latecomer university framework, based on the combination of the resource-based view, dynamic capabilities, strategic innovation, strategic entrepreneurship and latecomer organization concepts. For verification of the proposed conceptual framework, case study of the Lausanne Federal Polytechnic Institute is considered by structuring the materials of its well-documented success story of its advancing in global rankings in terms of the construct dimensions. Findings The case study findings were identification of entrepreneurial mindset, managing human resources strategically and strategic innovativeness. It confirms conceptual findings that the presence of strategic entrepreneurship construct dimensions in latecomer university is instrumental in sensing business opportunities at most lucrative market segments of scientific research, carrying out its strategic innovation responsible for university difference in strategic transformational development and exploiting the opportunities ahead of its competitors so as to become more competitive and overtake them. Research limitations/implications The main limitations of this study are that only one case of university transition to catch-up development is explored and not all strategic entrepreneurship construct distinctive dimensions are considered. The research will be further elaborated to incorporate all strategic entrepreneurship construct dimensions. Practical implications The approach introduced here has shown that to advance in global rankings, university should carry out its strategic innovation ahead of its competitors. Originality/value The study is supposed to be the first where university at the stage of its transition to catch-up development is considered using new framework based on strategic entrepreneurship construct dimensions.

scholarly journals Dynamic capabilities and marketing capabilities in Portugal

2017 ◽  
Vol 30 (3) ◽  
pp. 417-430 ◽  
Author(s):  
Álvaro Dias ◽  
Pereira Renato
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
Marketing Capabilities ◽  
Resource Configuration ◽  
Content Type ◽  
Transfer Processes ◽  
And Performance ◽  
Construct Dimensions ◽  
Operational Aspects

Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration. Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study. Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance. Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.

Exploring organizational problem-solving modes: a dynamic capabilities approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matin Mohaghegh ◽  
Andreas Größler
Keyword(s):  
Problem Solving ◽  
Dynamic Capabilities ◽  
Fundamental Solutions ◽  
Capabilities Approach ◽  
Dynamic Capability ◽  
Learning Mechanisms ◽  
Content Type ◽  
Improvement Programs ◽  
Micro Foundations

PurposeAdopting the dynamic capability perspective, this study aims at exploring which problem-solving capabilities result in fundamental solutions with a potentially low likelihood for problems to recur. This can also shed light on why, despite many attempts, process improvement programs often fail to produce such long-term solutions.Design/methodology/approachA case study is carried out to inductively describe and classify problem-solving in companies and to indicate why problem-solving efforts are typically bounded to short-term solutions. The empirical findings are triangulated with findings from the extant literature.FindingsFirst, the authors propose three problem-solving modes with different characteristics and potential impacts on operational performance: intuitive problem-solving, semi-structured problem-solving and systematic problem-solving. Second, by emphasizing dynamic capabilities' micro-foundations and with the focus on learning mechanisms, the authors show that, among these modes, only systematic problem-solving can serve as a dynamic capability with fundamental solutions. Third, based on insights from the case study, the authors address behavioral and organizational impediments that curb dynamic capabilities and limit systematic problem-solving adoption.Originality/valueThis study is an empirically informed attempt to understand systematic problem-solving as a dynamic capability. The authors uncover the micro-foundations and the learning mechanisms through which systematic problem-solving becomes a dynamic capability. By highlighting problem-solving orientation as a hardly investigated dimension of improvement programs, the authors show that a mixture of a static problem-solving approach and a set of impediments at both individual and organizational levels is the major reason of failures of improvement programs over time.

The US brewing industry, strategic windows and survival

2014 ◽  
Vol 20 (4) ◽  
pp. 434-458 ◽  
Author(s):  
Lynn A. Walter ◽  
Linda F. Edelman ◽  
Keneth J. Hatten
Keyword(s):  
Dynamic Capabilities ◽  
Survival Rates ◽  
Second Phase ◽  
Brewing Industry ◽  
Content Type ◽  
Operational Capabilities ◽  
Select Group ◽  
The Us ◽  
The Usa

Purpose – This paper aims to investigate how dynamic capabilities enabled survival in a select group of brewers, during one of the lengthiest and most severe industry consolidations in history. In doing so, we advance Abell’s (1978) theory of strategic windows through integration with the resource-based view of the firm. Design/methodology/approach – Using a mixed method approach, we first apply case study methods to develop hypotheses around the timing and level of operational capability required for survival. In the second phase, we test these hypothesized estimations on the USA Brewing population. Findings – Indicate that brewers which had advanced distribution and manufacturing operational capabilities before the strategic window of opportunity closed had higher survival rates. Practical implications – This study reinforces the importance of making timely strategic investments in capabilities. Originality/value – The integration of strategic window and capability theories advances our understanding of the roles that capabilities and time play in determining firm survival.

Influence of middle management on dynamic capabilities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina de Almeida Cruz ◽  
Victor Silva Corrêa ◽  
Daniela Martins Diniz ◽  
Felipe Mendes Borini
Keyword(s):  
Dynamic Capabilities ◽  
Management Training ◽  
Case Study Method ◽  
Content Type ◽  
Top Managers ◽  
Micro Level ◽  
Research Stream ◽  
Management Functions ◽  
Practical Implications

PurposeThe dynamic capabilities (DC) literature focuses primarily on top managers. Although recent studies have drawn attention to middle management's (MM) relevance, these professionals have not been the focus of much attention in the DC literature. The purpose of this paper is to investigate whether and how MM influences DC dimensions.Design/methodology/approachThrough a qualitative strategy and case-study method, 13 MM professionals from four Brazilian companies embedded in competitive and dynamic contexts were investigated. The “micro-practices” approach was used to operationalize the DC construct.FindingsThe evidence shows that MM influences DC dimensions. This influence appears to emanate from 19 identified and named micro-practices.Practical implicationsBy examining how micro-practices (micro-level) influence macro-level DC dimensions, this article raises the significance of including the micro-practices identified herein in management-training programs.Originality/valueThe first relates to the identification of micro-practices within the MM scope. The second relates to the association of micro-practices with management functions. The third relates to the association of micro-practices with DC dimensions. Thereby, this article highlights how DC work in organizations' daily activities. The fourth is the construction of a framework that demonstrates how to integrate the DC micro (micro-practices), meso (managerial functions) and macro (DC dimensions) scopes. Fifth, this paper affirms the emerging research stream that stresses MM's relevance for DC generation.

How can dynamic capabilities make sense in avoiding value co-creation traps?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xinbo Sun ◽  
Qingqiang Zhang
Keyword(s):  
Technology Integration ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Archival Data ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Creation ◽  
Network Capability

PurposeThe existing research rarely explains the role of dynamic capabilities in the creation of value co-creation behaviors. The purpose of this paper is to explore how dynamic capabilities play a role in avoiding value co-creation traps and generating new value co-creation behaviors.Design/methodology/approachThis paper collects rich interview and archival data from two Chinese manufacturing companies to examine value co-creation in digital servitization by the case study.FindingsThe paper discovers the value co-creation traps that enterprises face in digital servitization and analyzes the important role of resource and technology integration capabilities in avoiding these traps. Also, the research explores how network capability affects the generation of new value co-creation behaviors.Originality/valueThis paper develops a framework for dynamic capabilities to avoid value co-creation traps and generate new value co-creation behaviors.

Entrepreneurial-oriented strategic renewal in a Brazilian SME: a case study

2020 ◽  
Vol 27 (2) ◽  
pp. 219-236
Author(s):  
Débora Monteiro Moretti ◽  
Flávia Chaves Alves ◽  
José Vitor Bomtempo
Keyword(s):  
Business Performance ◽  
Quantitative Methods ◽  
Real Life ◽  
Holistic View ◽  
Content Type ◽  
Strategic Renewal ◽  
Real Life Situation ◽  
Resource Environment ◽  
New Framework

PurposeFirms around the world seek new paths to maintain competitiveness and renew their businesses. Although entrepreneurial-orientation (EO) is extensively researched, there is some ambiguity regarding different variables that mediate the effects of such strategy on business performance. Hence, current literature lacks in-depth studies that provide useful tools for companies to implement effective change, in contrast to the quantitative methods normally applied.Design/methodology/approachThrough an in-depth case study, the authors explored whether the implementation of an entrepreneurial-oriented strategy by an incumbent firm in Brazil would renew its business and potentially increase its performance.FindingsThe study showed that performance is achieved when the pervasiveness of EO activities spurs the company's boundaries, promoting not only intraorganizational changes but also multiple-stakeholder engagement.Research limitations/implicationsThis study reinforces the idea that EO alone may not be sufficient to increase firm performance and must be considered more comprehensively. Although case studies always suffer from the problem of generalization, the authors provide a good illustration of a strategy being implemented in a constrained-resource environment.Practical implicationsThis paper contributes to practice by discussing a real-life situation of a small company from an emerging economy.Originality/valueThe authors provide a holistic view of the firm, presenting the managerial changes in a new framework, which combines EO and inward- and outward-looking perspectives.

scholarly journals Collaborative and sustainable supply chain practices: a case study

2019 ◽  
Vol 14 (1) ◽  
pp. 3-21
Author(s):  
Rubén Medina-Serrano ◽  
Reyes Gonzalez ◽  
Jose Gasco ◽  
Juan Llopis
Keyword(s):  
Supply Chain ◽  
Dynamic Capabilities ◽  
Supply Chain Design ◽  
Sustainable Supply Chain ◽  
Content Type ◽  
Sustainable Procurement ◽  
Consistent Manner ◽  
Management Approaches ◽  
Corporate Social

Purpose The purpose of this paper is to explore sustainability and collaboration in supply chain (SC) management designs and to develop a sustainable supply chain design (SCD) model. Design/methodology/approach First, a literature review of the principal theories and SC management approaches is discussed. Second, the development of a sustainable SCD model is described and explained. Third, the results and the operationalization of the model, which incorporates sustainable procurement elements based on the results of interviews from a case study, are outlined. Findings A framework is proposed to provide managers, practitioners and academics with a practical solution to make sustainable SC decisions in a more structured and consistent manner. Originality/value The paper presents a currently discussed problem about the design of differentiated supply chains to avoid or offset the effects of allocation issues in the electronic marketplace. Although past literature reviews provide valuable results, they were based upon the assessment of supply chain decisions failing to consider the sustainable corporate social responsibility and the interaction criteria. The findings from this study highlight the importance of addressing supply chain decisions in a structured manner and prioritize the development of dynamic capabilities to improve the firm’s ability to reconfigure internal and external competences to address rapidly changing environments and reinforce a collaborative SC management system with third parties.

Agility and resource dependency in ramp-up process of humanitarian organizations

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qing Lu ◽  
Jie Wu ◽  
Mark Goh ◽  
Robert De Souza
Keyword(s):  
Dynamic Capabilities ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Resource Dependency ◽  
Resource Scarcity ◽  
Small Sample ◽  
Extensive Literature ◽  
Content Type ◽  
Humanitarian Organizations

Purpose The ramp-up in humanitarian logistics operations is a stage when the demand surges, often at the start of an emergency. In response, agility is a key strategy used by the humanitarian organizations (HOs). However, the HOs are constrained by their existing resources and have to respond in the ramp-up process under their resource dependency. The purpose of this paper is to develop a framework on agility-building strategies used by HOs for the ramp-up. Design/methodology/approach This study applies both the dynamic capabilities perspective and resource dependence theory to humanitarian relief operations, and develops four testable propositions to explore the agility-building strategies of the HOs for the ramp-up process. A multiple-case study is conducted on six international HOs operating in Indonesia to verify them, in addition to an extensive literature search. Findings The case study shows that the human resource management, pre-positioning, standardization and supplier management of the HOs are all related to their resources and environment in the ramp-up process. The authors highlight the practical differences between the few super large, resource rich and centralized HOs with the second-tier HOs. Research limitations/implications Given the small sample size and single country as the site of study, some findings may not be applicable to the other HOs or in other regions. Practical implications The propositions could be applicable to other HOs operating under similar environments, and potentially to the commercial enterprises operating in a highly volatile environment with severe resource scarcity. Originality/value This study provides new insights into ramp-up operations and into how HOs build their agility and reduce their resource dependencies. Theoretically, the paper applies two established theories in the strategic management literature to a new field.

Three configurations of corporate innovation programs and their interplay

2019 ◽  
Vol 23 (1) ◽  
pp. 90-113 ◽  
Author(s):  
Michael Kötting ◽  
Andreas Kuckertz
Keyword(s):  
Design Methodology ◽  
Innovation System ◽  
Case Study Approach ◽  
Content Type ◽  
Study Approach ◽  
Innovation Activities ◽  
Strategic Innovation ◽  
Corporate Innovation ◽  
Best Fit

Purpose The success of corporate innovation is based less upon the success of a single innovation program than on a holistic and overarching corporate innovation system integrating various activities. Taking this perspective, the purpose of this paper is to extend existing research on the design of innovation programs. Design/methodology/approach Utilizing an inductive theory-building case study approach, this study provides a detailed analysis of how one of the largest and most successful German technology companies structures its many innovation activities. Findings The analysis identifies key elements of innovation programs and suggests three configurations that illustrate how these generic elements can be structured so as to offer the best fit with the underlying logic of the respective innovation program. Furthermore, this study highlights how the identified configurations come together to deliver overarching strategic innovation goals. Originality/value Existing research too often focuses solely on single innovation programs. The current research is among the first to take a holistic and overarching perspective, considering different innovation programs within a single company and analyzing their configuration and their interplay.

Dynamic capabilities, organizational learning and ambidexterity in a higher education institution

2019 ◽  
Vol 26 (4) ◽  
pp. 397-411 ◽  
Author(s):  
Carla Patricia da Silva Souza ◽  
Adriana Roseli Wünsch Takahashi
Keyword(s):  
Higher Education ◽  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Single Case ◽  
Education Institution ◽  
Research Strategy ◽  
Observation Data ◽  
Higher Education Institution ◽  
Content Type

Purpose This paper aims to analyse how dynamic capabilities (DC) affect organizational learning (OL) in a Brazilian higher education institution (HEI) and how this relationship affects organisational ambidexterity (OA). Design/methodology/approach The research strategy involves a qualitative, single case study. Data were collected through in-depth interviews, documentary research over a 15-year period and nonparticipant observation. Data were analysed using narrative analysis. Findings The results show that founders and managers influence the activities related to sensing, seizing and reconfiguring DC. They interpreted the new opportunities and shared them with other individuals. Gradually, a collective sense about the new ideas was constructed. New academic and administrative routines were created and an OL process took place at the HEI, which resulted in a valuable balance between exploration and exploitation (OA) for the organisation. Originality/value The study offers insight into how DC, OL and OA can be related. Although each construct has its own independent definition, there are similarities between them. The case study demonstrates how these theories were affected, and the research, therefore, makes a new methodological contribution regarding how to study DC, OL and OA as an integrative phenomenon.

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