Achieving Organizational Flexibility and Competitive Advantage Through Information Systems Flexibility: A Path Analytic Study

2003 ◽  
Vol 02 (03) ◽  
pp. 261-277 ◽  
Author(s):  
Ramaraj Palanisamy
Keyword(s):  
Data Analysis ◽  
Organizational Learning ◽  
Empirical Study ◽  
Competitive Advantage ◽  
Questionnaire Survey ◽  
Organizational Flexibility ◽  
Industrial Sectors ◽  
Intermediate Variables ◽  
The Relationship ◽  
Insight Into

This paper presents an empirical study to examine the relationship between IS flexibility, organizational flexibility, and competitive advantage. The study presumes IS usage and organizational learning as the intermediate variables. The study used a questionnaire survey to obtain responses from IS users. The survey was carried out with 296 user-respondents from 42 organizations across eight industrial sectors. For the purpose of gaining more insight into a variable, its dimensions were considered. These dimensions were evolved from the literature. The qualitative scales for the dimensions were explained with a scale table. The scale table was constructed using fuzzy possibility values. Each respondent used this table as a guideline before responding to each item in the questionnaire. The data analysis validates the relationship between IS flexibility, organizational flexibility, and competitive advantage. The results of path analysis confirmed that organizational flexibility and competitive advantage could be achieved through IS flexibility.

Assessing the Relationship Between Brand Image, Market Orientation, and Competitive Advantage

2021 ◽  
pp. 193-216
Author(s):  
Orlando Lima Rua ◽  
Catarina Santos
Keyword(s):  
Empirical Study ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Questionnaire Survey ◽  
Brand Image ◽  
Methodological Approach ◽  
Intangible Resources ◽  
Footwear Industry ◽  
The Relationship

This study aims to analyze the relationship between intangible resources, namely the brand image, and competitive advantage through differentiation and market orientation. To this end, using a quantitative methodological approach, an empirical study was carried out with Portuguese companies exporting the footwear industry, to which a questionnaire survey was applied, resulting in a sample of 86 companies. Findings show that (1) the brand image has a direct, positive, and significant impact on market orientation and on competitive advantage through differentiation and that (2) market orientation has a significant impact on competitive advantage through differentiation.

An Empirical Study on the Relationship between Innovation and Entrepreneurship Education and Employ-ability in Higher Vocational Colleges

2021 ◽  
Vol 7 (5) ◽  
pp. 1067-1074
Author(s):  
Zhiqin Li
Keyword(s):  
Data Analysis ◽  
Empirical Study ◽  
Positive Impact ◽  
Entrepreneurship Education ◽  
Questionnaire Data ◽  
Vocational Colleges ◽  
The Relationship ◽  
Innovation And Entrepreneurship

Through the modeling and data analysis of the questionnaire data on the relationship between innovation and entrepreneurship education and employ-ability in higher vocational colleges, this paper concludes that all innovation and entrepreneurship education will have a significant positive impact on employ-ability, and it has a significant impact on higher vocational colleges. The promotion of innovation and entrepreneurship education in the school puts forward corresponding strategies.

How Knowledge Creation Capabilities Lead to Competitive Advantage

2014 ◽  
pp. 36-52 ◽  
Author(s):  
Tingting (Rachel) Chung ◽  
Ting-Peng Liang ◽  
Chih-Hung Peng ◽  
Deng-Neng Chen
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Learning Effectiveness ◽  
Managerial Practices ◽  
Organizational Creativity ◽  
Theoretical Examination ◽  
Knowledge Based ◽  
Critical Knowledge ◽  
The Relationship

This chapter examines the roles of organizational creativity and organizational learning effectiveness in explaining the processes through which knowledge creation capabilities help firms to obtain and sustain competitive advantage. The proposed model specifies that organizational learning effectiveness plays a pivotal role in the relationship between knowledge creation and creativity. New knowledge develops better routines that make operations more efficient and effective. As organizations learn from newly generated knowledge, not only do they improve existing processes, but dynamic capabilities also develop to integrate knowledge into creative ideas, novel solutions, and new products and services. This theoretical examination leads to the proposition that organizational learning effectiveness mediates the relationship between knowledge creation capabilities and organizational creativity. This chapter also examines whether the effect of knowledge creation processes on organizational creativity exists in all organizations or is contingent on the nature of the organization’s knowledge. Based on the common understanding that tacit and explicit knowledge differ substantially in their codifiability and transferability, the authors specify the moderating role of knowledge characteristics in the process of using knowledge management to foster organizational creativity. The theoretical examination leads to the proposition that the degree of tacitness of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity mediated by organizational learning effectiveness. Finally, the authors argue that the degree of institutionalization of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity, which is in turn mediated by organizational learning effectiveness. Implications for research and managerial practices are discussed.

scholarly journals How Collaborative Culture Supports for Competitive Advantage: The Mediating Role of Organizational Learning

2017 ◽  
Vol 8 (2) ◽  
pp. 73 ◽  
Author(s):  
Hui Lei ◽  
Phong Ba Le ◽  
Hanh Thi Hong Nguyen
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Theoretical Basis ◽  
Structural Equations ◽  
Service Firms ◽  
Collaborative Culture ◽  
Mediating Role ◽  
Using Data ◽  
The Relationship

The paper aims to clarify the influences of collaborative culture and specific aspects of organizational learning on competitive advantage. Structural equations modeling (SEM) is applied to test degree of influence of each variable has on each other through using data collected from 298 participants at 150 large manufacturing and service firms. The result shows that organizational learning act as mediating roles in the relationship between collaborative culture and competitive advantage. Our results indicate that collaborative culture practices will yield significant effects to competitive advantage directly or indirectly through improving specifics aspects of organizational learning. The findings of this study provide a theoretical basis, which can be used to analyze relationships between collaborative culture, specifics aspects of organizational learning and competitive advantage. From a practical perspective, the study brings more deeply understanding for CEOs/managers about the necessary factors to encourage and promote firm’s competitive advantage.

The Study on the Relationship between Hypercompetition and Organizational Innovation: The Role of Organizational Learning

2011 ◽  
Vol 467-469 ◽  
pp. 1236-1240
Author(s):  
Hang Biao Shang ◽  
Guo Shuang Tian ◽  
Cai Ping Song ◽  
Yu Kun Cao ◽  
Li Rong Chen ◽  
...  
Keyword(s):  
Organizational Learning ◽  
Empirical Study ◽  
Environmental Change ◽  
Formation Mechanism ◽  
Organizational Innovation ◽  
External Environment ◽  
The Relationship ◽  
Macroeconomic Environment ◽  
Main Factor

This paper studies on the formation mechanism of how organizational innovation is established and developed. We built a model including envirnomental change, organizational learning and organizational innovation. Using the empirical study as a sample of 194 enterprises the results of this paper show that (1) the external environment factors have no direct effent on organizational innovation. The main factor of organizational innovation driven is organizational learning. (2) the industry of environmental change on the organizational learning have a significant impact to organizational learning and changes in the macroeconomic environment had no significant effect to organizational learning.

scholarly journals Development Of Strategic Organizational Learning As A Competitive Advantage In The "Paladars" Of The Sector Sme’s Horeca In The Havana, Cuba

2016 ◽  
Vol 12 (13) ◽  
pp. 67
Author(s):  
Héctor Nuricumbo-Castro ◽  
Manuel Moguel-Liévano ◽  
Manuel González-Pérez
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Transfer Equation ◽  
Cross Sectional ◽  
Institutional Knowledge ◽  
Proposed Model ◽  
The Relationship

The research develops a model of Strategic Organizational Learning (SOL) to acquire and build institutional knowledge as a long-term competitive advantage in family businesses known as paladars. It aims to consolidate and strengthen the SME Horeca sector in Havana, Cuba. The proposed methodology is not experimental and correlational cross-sectional. The Knowledge Transfer equation was implemented to measure the SOL based on the proposed model. Also, it was used to determine the relationship between learning and competition. The equation was validated. The results indicated that most paladars present an SOL Medium/Regular, and independence exists between competition and learning. However, there is great ignorance to foster the organizational culture in the HORECA sector. This study suggests that the arrival of US competition causes these establishments perish.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

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