Enhancing performance in Turkey's logistics firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Third Party ◽  
Company Performance ◽  
Third Party Logistics ◽  
Capability Development ◽  
Content Type ◽  
Environmental Munificence ◽  
Big Picture ◽  
Pertinent Information

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the link between dynamic capability development, strategic management, and environmental performance in third party logistics (3PL) companies. The results revealed that dynamic capabilities – namely, in order of descending importance, the sub-dimensions of sensing, coordinating, learning, and integrating – do drive company performance. In turn, where more environmental munificence is present, dynamic capabilities and strategic management are elevated in their quality and business value delivery. A balance of accessing their market's big picture, tailoring strategy to operational targets, and elevating dynamic capabilities cross-functionally within the company forms a triad for performance-enhancing success among the 3PL manager population. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Narratives of environmental munificence of 3PL firms on the relationship between dynamic capabilities, strategic management and organizational performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Korhan Arun ◽  
Saniye Yildirim Ozmutlu
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Performance Outcomes ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Environmental Munificence ◽  
The Relationship

PurposeThe purpose of this paper is to examine how the mediating effect of strategic management impacts the relationship between dynamic capabilities and firm performance concerning environmental munificence in 3rd party logistics (3PL) firms operating in Turkey.Design/methodology/approachVariance-based structural equation modeling algorithm and correlation analysis were applied to survey data obtained from (n = 482) a top manager from 3PL companies.FindingsResults revealed that dynamic capabilities were a strong predictor for organizational performance, environmental munificence also emerges as a key predictor for dynamic capabilities and strategic management, and strategic management fully mediates the link between dynamic capabilities and organizational performance, suggesting that they function as substitutes in affecting performance outcomes.Research limitations/implicationsThis paper provides empirical evidence of the relationship between the dynamic capability adaptation, strategic management, environment and performance of 3PL firms. As a limitation, the results are based on survey research with a limited sample size.Practical implicationsOrganizations should manage not only dynamism but also the scarcity of environmental resources found to be significant on both dynamic capabilities and strategic management. Additionally, in the logistics sector, managers should focus on the big picture while they empower and lead capable followers to transform this strategic view into operational-level changes.Originality/valueDepending on the relationships between constructs, studying environmental munificence is a different topic than the dynamic environment concept in the effectiveness of dynamic capabilities of 3PL firms. As well as dynamic capabilities at the level of individual and strategic management relationship on organization performance are confirmed.

Behavioral strategy: mapping the trends, sources and intellectual evolution

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jamil Anwar ◽  
Aqsa Bibi ◽  
Nisar Ahmad
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Growth Patterns ◽  
Intellectual Structure ◽  
Strategic Management Journal ◽  
Behavioral Strategy ◽  
Management Journal ◽  
Content Type ◽  
Network Analyses ◽  
Scopus Database

PurposeThis paper presents a comprehensive review of academic research dedicated to the field of Behavioral Strategy. Based on a series of Bibliometric and network analyses, the paper identifies the prominent trend and growth patterns pertaining to the evolution of this important strategic management subfield; it documents which particular journals, articles and authors have most influenced its development, and it maps the intellectual structure and network of authors, publications and countries. Finally, the paper considers the substantive research themes emerging from the analyses reported, in terms of their implications for future work.Design/methodology/approachThe authors undertook a series of Bibliometric and network analyses of 217 relevant articles, published between 1975 and 2020, in journals listed in the Scopus database, using R-studio and VOSviewer. Articles incorporated in the study were selected based on relevant key terms searched from the title, abstract and list of keywords associated with each publication.FindingsThe results demonstrate that behavioral strategy has enjoyed robust and sustained growth, with widespread impact across many areas of the heterogeneous business and management field as a whole. Three distinct periods are identified: an infancy stage (prior to 1999); a steady growth stage (1999–2010); and a take-off stage (2011 onwards). The top three journals in terms of content coverage, based on the number of relevant articles published in relation to behavioral strategy, are Strategic Management Journal, Advances in Strategic Management (AiSM) and the Journal of Management, while the top three most influential journals, in terms of citations pertaining to Behavioral Strategy, based on an analysis of citations in the Scopus database, are Strategic Management Journal, Academy of Management Perspectives and Journal of Management Studies. Gerard P. Hodgkinson and Thomas C. Powell are the most prolific authors. The emerging themes based on intellectual structures have been identified as Behavioral Strategy, Behavioral Theory of Firm; Strategic Leadership and Dynamic Capabilities; and Strategic Cognition and Decision Making.Practical implicationsThe study contributes to knowledge advancement concerning Behavioral Strategy by opening new possibilities to discover important research areas.Originality/valueThe study is the first of its kind on Behavioral Strategy providing a comprehensive systematic literature review.

Building (or not building) dynamic capabilities: the case of Italian subsidiaries in China and India

2018 ◽  
Vol 26 (4) ◽  
pp. 337-360 ◽  
Author(s):  
Giuseppe Tattara
Keyword(s):  
Value Chain ◽  
Multinational Enterprises ◽  
Dynamic Capabilities ◽  
Case Study Research ◽  
Business Strategies ◽  
Future Research ◽  
Capability Development ◽  
Regional Effect ◽  
Content Type ◽  
Capability Building

Purpose The purpose of this paper is to examine the process of capability building at subsidiary level and the forces preventing such process. The paper discusses and tests three propositions governing this process. Design/methodology/approach This research is based on multiple case studies. A case study research is most useful when addressing issues about which little prior theory has been developed or empirical evidence collected. Findings Subsidiaries in Asia operate in a way substantially different from those in the West. Specifically what ways do market specificities in Asian economies serve to either inhibit or positively encourage the development of a subsidiary? What are the circumstances which could induce subsidiaries to outsource production? Research limitations/implications Future research should explore the regional effect on MNE subsidiary types and different flexibilities exhibited in the value chain. What are the specific aspects (macro and micro) that explain variations of business strategies at subsidiary levelboth over time and between countries? Practical implications Multinational enterprises (MNEs) should be aware of the strong potential for capability development at the subsidiary level. This increased awareness ought to induce consideration in MNEs about how best to encourage such know capability development and how to leverage these capabilities for a better MNE performance. Social implications Managers who knew the host country languages and culture, and have outward-looking attitudes, are in advantageous positions to learn about new opportunities. Originality/value The paper offers empirical insights into the state and drivers of subsidiary performance in Asia. Specifically it shows how neglect of external conditions can act to open people’s eyes and foster a capability-building process within subsidiaries.

Optimal supply chain performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Supply Chain ◽  
Data Analytics ◽  
Business Performance ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Internal Dynamic ◽  
Content Type ◽  
Combining Data ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Companies can enhance their supply chain by combining data analytics and the digitization of activities. Manager focus on internal dynamic capabilities and effectiveness of data acquisition and utilization increases the possibility of improved operational and business performance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Dynamic capabilities: interrelations and distinct effects on performance in low and high competitive intensity environments

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amiram Markovich ◽  
Kalanit Efrat ◽  
Daphne R. Raban
Keyword(s):  
Firm Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Equation Modeling ◽  
Company Performance ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Competitive Intensity ◽  
Content Type ◽  
Impact Performance

PurposeThis study aims to augment the understanding of dynamic capabilities (DCs) by exploring the interrelations among the DC categories (sensing, seizing, reconfiguring) and the distinct impact of each DC on firm performance under low and high levels of competitive intensity.Design/methodology/approachThe analysis is based on a cross-sectional survey of 139 managers in Israel. The data were collected through Web-based questionnaires using the Qualtrics software. A two-stage data analysis was performed using structural equation modeling (SEM).FindingsThe findings indicate that DCs follow a sequence in which sensing drives seizing, which, in turn, enhances reconfiguring. The effects of sensing are mainly manifested through its direct impact on seizing, with no evidence for an impact of sensing on company performance. Moreover, under low competitive intensity, only seizing appears to impact performance, while under high competitive intensity, reconfiguring joins seizing in improving firm performance.Originality/valueThe study's findings advance the debate on the direct vs sequential nature of DCs by indicating an internal DC sequence. Our research also advocates for a crucial role of sensing in enhancing DCs, regardless of the level of competitive intensity. Furthermore, this research expands the understanding of the consequences of DCs and enables the prioritization of DC categories under low and high competitive intensity.

Examining the role of logistics 4.0 enabled dynamic capabilities on firm performance

2020 ◽  
Vol 31 (3) ◽  
pp. 607-628 ◽  
Author(s):  
Surajit Bag ◽  
Shivam Gupta ◽  
Zongwei Luo
Keyword(s):  
Firm Performance ◽  
Operations Management ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Organizational Capabilities ◽  
Technological Capabilities ◽  
Capability Development ◽  
Content Type ◽  
Questionnaire Online ◽  
Survey Responses

PurposeThe study investigates the effect of technological capabilities, organizational capabilities and environmental capabilities on Logistics 4.0 capabilities and also examines the effect of Logistics 4.0 capabilities on firm performance.Design/methodology/approachThe proposed theoretical framework is tested using WarpPLS 6.0 software. We selected samples from the Automotive Component and Allied Manufacturers in South Africa. Initially, we sent the structured questionnaire online using Google forms to 800 potential respondents. After doing follow ups, we received 230 completed survey responses. Further, data preparation is done using established scientific approach and we checked suitability of its use in structural equation modelling. After ensuring all necessary checks are completed, the results are found satisfactory to further proceed with testing of research hypotheses.FindingsIt is observed that technological capabilities, organizational capabilities and environmental capabilities show significant effect on Logistics 4.0 capabilities. However, the outcome of technological capabilities and environmental capabilities on Logistics 4.0 capabilities (ß = 0.27) is found stronger than organizational capabilities. Logistics 4.0 capabilities shows significant effect on firm performance.Practical implicationsIt is important that the sustainability goals are aligned with Logistics 4.0 strategies. Managers need to increase focus towards development of Logistics 4.0 dynamic capabilities that enhance agility and responsiveness in the supply chain. Managers should check the financial performance and market conditions continuously to further review logistics performance as this can influence the overall firm performance.Originality/valueThis study advances the literature on Logistics 4.0 applications in operations management by investigating the key links such as Logistics 4.0 capability development and firm performance.

scholarly journals Seeking competitive advantage with service infusion: a systematic literature review

2015 ◽  
Vol 26 (3) ◽  
pp. 394-425 ◽  
Author(s):  
Ville Eloranta ◽  
Taija Turunen
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Systematic Literature Review ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Content Type ◽  
Management Concepts ◽  
Service Infusion ◽  
Management Theories

Purpose – The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories – competitive forces, the resource-based view, dynamic capabilities, and relational view – are applied in the analysis. Design/methodology/approach – A systematic literature review analyzes the links between the service infusion and strategy literature. Findings – The review reveals that although discussion of service infusion applies strategic management concepts, the stream lacks rigor with respect to construct definition and justification. Additionally, contextual variables are often missing. The result is an over-emphasis of contextually bound measures, such as technology, and focal actors. Research limitations/implications – The growing trends toward social networks, co-specialization, actor dependency and shared resources encourage service infusion scholars to focus on network-related and relational capabilities, co-opetition, open business models, and relational rent extraction. Furthermore, service infusion research would benefit from considering strategy-based theoretical discussions, constructs, and constraints that would improve the scientific rigor, impact and contribution. Originality/value – This paper represents a systematic attempt to link the service infusion literature with strategic management theories and thoroughly analyzes the knowledge gaps and possible misconceptions.

A grey DEMATEL approach to develop third-party logistics provider selection criteria

2016 ◽  
Vol 116 (4) ◽  
pp. 690-722 ◽  
Author(s):  
Kannan Govindan ◽  
Roohollah Khodaverdi ◽  
Amin Vafadarnikjoo
Keyword(s):  
Competitive Advantage ◽  
Customer Service ◽  
Financial Stability ◽  
Selection Criteria ◽  
Grey System Theory ◽  
Third Party ◽  
Main Role ◽  
Third Party Logistics ◽  
Grey System ◽  
Content Type

Purpose – Third-party logistics (3PL) plays a main role in supply chain management and, as a result, has experienced remarkable growth. The demand for 3PL providers has become a main approach for companies to offer better customer service, reduce costs, and gain competitive advantage. This paper identifies important criteria for 3PL provider selection and evaluation, and the purpose of this paper is to select 3PL providers from the viewpoint of firms which were already outsourcing their logistics services. Design/methodology/approach – This study utilized the grey decision-making trial and evaluation laboratory (DEMATEL) method to develop 3PL provider selection criteria. Because human judgments are vague and complicated to depict by accurate numerical values, the grey system theory is used to handle this problem. Findings – The findings revealed the structure and interrelationships between criteria and identified the main criteria for 3PL provider selection. The most important criteria for 3PL provider selection are on time delivery performance, technological capability, financial stability, human resource policies, service quality, and customer service, respectively. Practical implications – The paper’s results help managers of automotive industries, particularly in developing countries, to outsource logistics activities to 3PL providers effectively and to create a significant competitive advantage. Originality/value – The main contributions of this paper are twofold. First, this paper proposes an integrated grey DEMATEL method to consider interdependent relationships among the 3PL provider selection criteria. Second, this study is one of the first studies to consider 3PL provider selection in a developing country like Iran.

A problem-solving process for developing capabilities: the case of an established firm

2019 ◽  
Vol 23 (4) ◽  
pp. 713-727
Author(s):  
Ei (Emily) Shu
Keyword(s):  
Problem Solving ◽  
New Product Development ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Capability Development ◽  
Unique Problem ◽  
Content Type ◽  
Different Types ◽  
Problem Solving Process ◽  
Development Literature

Purpose Current research has theorized that developing dynamic capability can be viewed as a problem-finding and problem-solving process in terms of a firm’s resource reconfiguration. However, there continues to be a scarcity of empirical research on how firms and managers solve innovation problems to develop capabilities. Building on the theoretical lens of problem-solving perspective (PSP) and dynamic capability literature, the purpose of this paper is to address this gap by examining how a large automobile company developed different types of capabilities (combining capability, replacing capability and evolving capability) and their underlying problem-solving processes. Design/methodology/approach An inductive multi-case design was used to investigate the problem-solving process in different types of capability development in the context of NPD. This methodology has a number of benefits, including accommodation of the rich data used to compare the inferences among cases, thus enabling researchers to extend the emergent theory. Findings The findings of a multi-case study show that managers tend to direct their attentions to searching for solutions among external resources when the problem is framed as a combination of existing capabilities. Conversely, managers direct their attention to facilitating organizational learning when the problem is framed as an extension of an existing capability. However, managers need to direct more attention to gaining legitimacy when the problem is framed as a replacement of existing capabilities. The findings thus respond to increasing calls for more investigations into the microfoundations underlying firms’ capabilities, by revealing different instances of PSP, and their connections with different actions that take to capability development. Originality/value By comparatively examining the unique problem-solving process underlying an established firm’s innovative challenges in developing capabilities, the findings identify different instances of PSP, and their connections with different actions that take to capability development. Thus, the findings respond to increasing calls for more investigation into the microfoundations of dynamic capabilities for organizational outcomes. The findings also add to the new product development literature by examining how a product innovation can be framed differently depending on the attributes of an innovation problem. As PSP is particularly useful in offering guidance to firms’ innovative search, it is important for managers to pay attention to the attribute of each product and its domain of solution in considering the effectiveness of value creation.

What’s this science ever done for us?

2016 ◽  
Vol 32 (8) ◽  
pp. 18-20
Keyword(s):  
Strategic Management ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Science Culture ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The benefits and shortcomings of classical science in strategic management are explored and presented. Furthermore, the convoluted implicit relationship between strategic management and science is shown to be changing but persisting, as to face some of the challenges of the classical science culture of strategic management. A complexity culture, also inspired partially on science, seems to be developing in strategic management. Complexity seems to be emerging as an alternative, which might allow strategic management to solve some of its current dilemmas and, thus, change its implicit relationship with science. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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