DON’T GET CAUGHT ON THE WRONG FOOT: A RESOURCE-BASED PERSPECTIVE ON IMITATION THREATS IN INNOVATION PARTNERSHIPS

2017 ◽  
Vol 21 (03) ◽  
pp. 1750023 ◽  
Author(s):  
J. NILS FOEGE ◽  
ERK P. PIENING ◽  
TORSTEN-OLIVER SALGE
Keyword(s):  
Value Creation ◽  
Manufacturing Firms ◽  
Resource Based View ◽  
Knowledge Leakage

Innovation partnerships can be a double-edged sword. While they are important vehicles for learning and value creation, such partnerships also increase a firm’s vulnerability to unintended knowledge leakage and imitation by others. In this study, we go beyond previous research by studying the imitation threats induced by innovation partnership portfolios rather than individual alliances. Drawing on the resource-based view, we develop and test a model that links salient structural attributes of partnership portfolios and distinct forms of imitation. Results from our analysis of 803 German manufacturing firms support our prediction that a firm’s probability of being imitated increases with the partnership variety of its portfolio. We also find that firms can mitigate this threat by carefully selecting innovation partners and using appropriation mechanisms.

Socially Responsible Value Creation in the Post-COVID-19 Era

2022 ◽  
pp. 67-89
Author(s):  
Gönenç Dalgıç Turhan ◽  
Narin Bekki ◽  
Gulen Rady
Keyword(s):  
Sustainable Development ◽  
Value Creation ◽  
Sustainable Development Goals ◽  
Business Organizations ◽  
Socially Responsible ◽  
Resource Based View ◽  
New Era ◽  
Development Goals ◽  
Strategic Position ◽  
Corporate Social

The unfortunate economic environment emanated from the outbreak of the coronavirus has suddenly raised business organizations' concerns over the value creation. This new era forced them to focus on dynamic and digital capabilities to cope with the adverse changes. Following the stakeholder theory and the resource-based view, this chapter attempts to specify value creation of companies to preserve strategic position while satisfying the demands and interests of their stakeholders. In this sense, corporate social responsibility (CSR) seems a viable way of providing help and support to stakeholders during the fight against the pandemic as well as a catalyzer for the integration of sustainable development goals that can bridge the widened gap in the society. Hence, this chapter seeks to present an understanding on socially responsible value creation, dynamic and digital capabilities, and implementation of sustainability-driven CSR initiatives to ensure recovery, growth, and achieve sustainable development goals.

scholarly journals THE HARMONIZED EFFECTS OF GENERIC STRATEGIES AND BUSINESS CAPABILITIES ON BUSINESS PERFORMANCE

2010 ◽  
Vol 11 (4) ◽  
pp. 689-711 ◽  
Author(s):  
Avni Zafer Acar ◽  
Cemal Zehir
Keyword(s):  
Information System ◽  
Business Strategy ◽  
Business Performance ◽  
Manufacturing Firms ◽  
Positioning Theory ◽  
Research Model ◽  
Main Subject ◽  
Resource Based View ◽  
Key Variables ◽  
Generic Strategies

Resource‐based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms of management, production, marketing‐sales, information system, logistics and external relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined. Santrauka Ištekliais pagristas požiūris ir pozicionavimo teorijos yra du pagrindiniai požiūriai, prieštaraujantys vienas kitam siekiant konkurencinio pranašumo ir aukščiausio verslo efektyvumo. Pagrindinis šio tyrimo objektas – minetuju teoriju suderinimas taikant tyrimo modeli, kuris grindžiamas prielaida, kad verslo strategija yra efektyvesne, kai vykdoma atsižvelgiant i verslo galimybes. Tyrimui parengta anketine apklausa. Apklausti 445 gamybos imoniu savininkai ir (arba) vadovai. Vertintos verslo galimybes pagal valdyma, gamyba, rinkodara, pardavima, informacine sistema, logistika ir išorinius santykius. Sudetiniu veiksniu ir pagrindiniu kintamuju sudetis, nustatyta remiantis literatūros apžvalga, patvirtinta taikant AMOS 16.0. Norint tai patvirtinti hipotezemis, buvo analizuojami duomenys naudojantis SPSS 15.0. Galiausiai buvo tiriamas atskiras bei darnus verslo galimybiu ir bendru strategiju poveikis verslo efektyvumui.

Human capital and export performance in the Spanish manufacturing firms

2020 ◽  
Vol 15 (1) ◽  
pp. 99-119 ◽  
Author(s):  
José López Rodríguez ◽  
Bill Serrano Orellana
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Export Performance ◽  
Theoretical Background ◽  
Manufacturing Firms ◽  
Export Intensity ◽  
Resource Based View ◽  
Content Type ◽  
Specific Human Capital ◽  
General Human Capital

Purpose The purpose of this paper is to investigate the effects of firms’ general and specific human capital on the export propensity and intensity. Design/methodology/approach The resource-based view of the firm provides the theoretical background to examine export performance. Empirical analysis is carried out using a national representative sample of Spanish manufacturing firms and employing Logit and Tobit models. Export performance is evaluated in a dual way, as export propensity and export intensity. In relation to human capital a distinction is made between general and specific human capital. Findings The results shown that differences exist in the effect of general and specific human capital. While the firms’ general human capital (education of the firm’s employees) affects both export propensity and intensity, only some dimensions of specific human capital (employees’ experience at the workplace) affects export propensity and intensity but no the employees’ training. Moreover, the firms’ general human capital generates greater changes than the effect of specific human capital on the export behavior. Originality/value This paper extends a line of research underexplored in the literature by analyzing the effect of organizational human capital on the firm’s export performance; moreover, it is the first study for Spanish manufacturing firms; the distinction between general and specific human capital enhances our comprehension of the human capital as a determinant of export performance. In relation to the specific human capital, besides training, we add a new variable related to experience at the workplace.

A comparative analysis of green-lean-six sigma enablers and environmental outcomes: a natural resource-based view

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amna Farrukh ◽  
Sanjay Mathrani ◽  
Aymen Sajjad
Keyword(s):  
Natural Resource ◽  
Environmental Sustainability ◽  
Six Sigma ◽  
Energy Use ◽  
Pollution Prevention ◽  
Developing Nations ◽  
Lean Six Sigma ◽  
Manufacturing Firms ◽  
Resource Based View ◽  
Content Type

Purpose Despite differing strategies towards environmental sustainability in developed and developing nations, the manufacturing sector in these regional domains faces substantial environmental issues. The purpose of this study is to examine the green-lean-six sigma (GLSS) enablers and outcomes for enhancing environmental sustainability of manufacturing firms in both, a developed and developing country context by using an environment-centric natural resource-based view (NRBV). Design/methodology/approach First, a framework of GLSS enablers and outcomes aligned with the NRBV strategic capabilities is proposed through a systematic literature review. Second, this framework is used to empirically investigate the GLSS enablers and outcomes of manufacturing firms through in-depth interviews with lean six sigma and environmental consultants from New Zealand (NZ) and Pakistan (PK) (developed and developing nations). Findings Analysis from both regional domains highlights the use of GLSS enablers and outcomes under different NRBV capabilities of pollution prevention, product stewardship and sustainable development. A comparison reveals that NZ firms practice GLSS to comply with environmental regulatory requirements, avoid penalties and maintain their clean-green image. Conversely, Pakistani firms execute GLSS to reduce energy use, satisfy international customers and create a green image. Practical implications This paper provides new insights on GLSS for environmental sustainability which can assist industrial experts and academia for future strategies and research. Originality/value This is one of the early comparative studies that has used the NRBV to investigate GLSS enablers and outcomes in manufacturing firms for enhancing environmental performance comparing developed and developing nations

Enhancing Business Performance of Pakistani Manufacturing Firms via Strategic Agility in the Industry 4.0 Era

2021 ◽  
pp. 1057-1076
Author(s):  
Qaisar Iqbal ◽  
Noor Hazlina Ahmad ◽  
Heru Kurnianto Tjahjono ◽  
Adeel Nasim ◽  
Muhammad Mustafa Muqaddis ◽  
...  
Keyword(s):  
Industry 4.0 ◽  
Business Performance ◽  
Manufacturing Firms ◽  
Dynamic Capability ◽  
Organizational Networks ◽  
Resource Based View ◽  
Organizational Network ◽  
Entrepreneurial Bricolage ◽  
Strategic Agility ◽  
Positive Effect

Manufacturing plays a substantial role in the economic development of any country because of its multiplier impact on the growth of value addition. Currently, industry 4.0 requires manufacturers to deliver highly customized products without compromising on quality at a reduced life cycle. The objective of this study was to find out a solution for the optimum operation of manufacturing firms. By applying resource-based view, dynamic capability, and effectuation theory, this study has proposed an integrated framework of the organizational network, entrepreneurial bricolage, strategic agility and business performance in the context of the industry 4.0. Moreover, the positive effect of the organizational networks on the strategic agility ultimately improves the business performance of manufacturers. Furthermore, strategic agility is also claimed to play its role as mediator between organizational networks and business performance.

scholarly journals M-Government Cooperation for Sustainable Development in China: A Transaction Cost and Resource-Based View

2019 ◽  
Vol 11 (7) ◽  
pp. 1884 ◽  
Author(s):  
Xuesong Li ◽  
Yunlong Ding ◽  
Yuxuan Li
Keyword(s):  
Public Service ◽  
Value Creation ◽  
Technology Policy ◽  
Development Trend ◽  
Cross Sectional ◽  
Resource Based View ◽  
The Public ◽  
A Value ◽  
Proposed Model ◽  
Research Gap

Mobile government (m-Government) is highly valued by many countries and governments worldwide for its important technical, economic, and political benefits. A development trend worthy of attention in China is that various public mobile services are provided through the cooperation between governments and Internet enterprises. The m-Government cooperation, as component of the public service system, has both a benefit safeguard function by mitigating transaction hazards and a value creation function by sharing advantageous resources. Previous studies have not explained both functions for m-Government cooperation. This study addresses this research gap. We establish a theoretical model by developing hypotheses from integrating model of Transaction Costs Theory (TCT) and Resource-based Theory (RBT). The OLS and Poisson regression method are used to test the proposed model by using cross-sectional data collected from 284 cities in China. Results show that strategy alliance, technology-specific knowhow, and financial security positively influence m-Government cooperation, asset specificity negatively influences the m-Government cooperation, and environmental certainty has no significant impact on m-Government cooperation. From the perspectives of technology, policy, and culture, the article puts forward suggestions on how to better promote m-Government cooperation in China, including promoting the government’s digital capabilities, improving the citizen’ privacy protection system and cultivating a public-private cooperative culture of mutual trust.

A Resource-Based Theory of Strategic Alliances

2000 ◽  
Vol 26 (1) ◽  
pp. 31-61 ◽  
Author(s):  
T. K. Das ◽  
Bing-Sheng Teng
Keyword(s):  
Value Creation ◽  
Strategic Alliances ◽  
Two Dimensions ◽  
Future Research ◽  
Firm Resources ◽  
Resource Based View ◽  
Alliance Performance ◽  
Structural Preferences ◽  
Resource Alignment ◽  
Resource Based Theory

The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: rationale, formation, structural preferences, and performance. The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-based alliances. As part of the theory, we propose a typology of inter-partner resource alignment based on the two dimensions of resource similarity and resource utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. We also discuss how partner resource alignment directly affects collective strengths and inter-firm conflicts in alliances, which in turn contribute to alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of the theoretical framework, suggest ways to carry out this testing, indicate future research directions, and list some of the more significant managerial implications of the framework.

The Resource-Based View of the Firm, Human Resources, and Human Capital: Progress and Prospects

2021 ◽  
pp. 014920632097879
Author(s):  
Barry Gerhart ◽  
Jie Feng
Keyword(s):  
Human Capital ◽  
Best Practices ◽  
Human Resources ◽  
Value Creation ◽  
Firm Heterogeneity ◽  
Future Research ◽  
Value Capture ◽  
Resource Based View ◽  
Implementation Challenges ◽  
Relevant Evidence

We describe the interplay between the resource-based view (RBV) and strategic human resources (HR)/human capital (HC) literatures in select areas of particular interest. In each area, we aim to highlight key issues, review relevant evidence where available, and identify future research needs. We begin by reviewing research on HR-related firm heterogeneity. We then discuss best practices in HR, including evidence of the large apparent value they create. We also consider different views on the value and ease of imitation of best practices, including implementation challenges. Next, we briefly address the key roles of microfoundations and complementarity in helping understand the potential for value creation and value capture through the use of best practices. We then ask whether the use of best practices in the pursuit of competitive parity might warrant greater attention as this may be where the largest potential gains can be made. Finally, we consider a number of developments in the strategic HC literature, especially those related to firm-specific human capital (FSHC). We raise questions with views on issues such as the consequences of FSHC for workers; the definition and measurement of FSHC; whether worker immobility, a key to value capture, is good from a social return (or even a firm) return perspective; and the relative emphasis on value capture and value creation.

scholarly journals Servitization and Sustainable Value Creation Strategy for China’s Manufacturing Industry: A Multiple Case Study in the Belt and Road Initiative

2021 ◽  
Vol 13 (20) ◽  
pp. 11334
Author(s):  
Yuan Chang ◽  
Xinguo Ming ◽  
Xianyu Zhang ◽  
Tongtong Zhou ◽  
Xiaoqiang Liao ◽  
...  
Keyword(s):  
Value Creation ◽  
Manufacturing Industry ◽  
Manufacturing Firms ◽  
Belt And Road Initiative ◽  
Effective Strategies ◽  
Industrial Project ◽  
Service Models ◽  
Sustainable Value ◽  
Belt And Road ◽  
The Belt And Road

Manufacturers are adding service offerings to satisfy customers’ needs in various markets. Effective strategies for servitization can improve the competitiveness of manufacturers during cooperation. The Belt and Road Initiative (BRI) established by China offers opportunities for economic cooperation and regional integration for the involved countries. Now, many manufacturing firms are expanding their businesses into Belt and Road countries, most firms are facing the “how to do” problems in improving sustainability during their cooperation. They urgently require methodical assistance on both improving competitiveness through servitization and addressing sustainability challenges. This necessitates the firms to develop successful service models for their industrial initiatives and investigate ways to produce long-term sustainable value through services. In addition to the firm’s economic worth, it also entails lowering the project’s negative environmental impact. The results provided effective strategies for manufacturers from two perspectives. The first perspective is the study discovered innovative service models at both the product and project levels. Project-service systems are critical, and manufacturing firms should use innovative service models to deliver projects. The operation method of holistic solution and localization integration project service was addressed in particular in this study. In the second perspective, there are suggestions for achieving sustainability through innovative service models. The methods for preserving sustainable value on the industrial project level were the subject of our study, which included significant criteria and detailed descriptions. The effective project service system should bring sustainable value to the lifespan of an industrial project. This study has determined four major paths to improving sustainable value creation through servitization: improving resource allocation capabilities, reduce carbon emissions through energy project service, technological outputs, and standards exportation. Useful recommendations are provided for manufacturing firms planning to develop their business overseas, especially in BRI countries.

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