The influence of organisational capabilities on organisational performance in the manufacturing sector

PurposeThe purpose of this study is to examine the organisational capabilities needed for strategic agility among private higher education institutions (HEIs) in Malaysia that are operating in a turbulent business environment. In addition, the study also intends to determine the area of prioritisation for these institutions.Design/methodology/approachA two-month data collection was carried out on 375 private HEIs via a Web-based survey, which garnered a response rate of 41.33%. The data were subsequently analysed with the partial least squares structural equation modelling to establish the validity and reliability of the research model and to test the postulated hypotheses. The assessment of importance and performance matrix analysis (IPMA) was also carried out to highlight the areas of significance for improvement.FindingsThe study discovered that all three constructs of organisational capabilities, i.e. environmental scanning, marketing and organisational learning, attributed significantly to strategic agility. This in turn enabled strategic agility to significantly influence the organisational performance of private HEIs in Malaysia. Finally, IPMA revealed that private HEIs need to prioritise organisational learning to strengthen their strategic agility, thus optimise organisational performance.Originality/valueAside from business and management research of strategic agility in other industries, the current study manages to establish that strategic agility also plays an important role in the private higher education sector. Furthermore, the use of IPMA provides fresh insight into the importance and performance of the organisational capabilities examined against strategic agility.

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ALLIANCE EXPERIENCE, INDUSTRY CONDITIONS, AND EXTERNAL TECHNOLOGY COMMERCIALISATION

International Journal of Innovation Management ◽

10.1142/s1363919620500073 ◽

2019 ◽

Vol 24 (01) ◽

pp. 2050007

Author(s):

DEV K. DUTTA ◽

MARY BETH ROUSSEAU

Keyword(s):

Manufacturing Sector ◽

Technology Commercialization ◽

Curvilinear Relationship ◽

Industry Effects ◽

Organisational Capabilities ◽

The Us ◽

Alliance Experience ◽

Partner Relationships ◽

Industry Conditions ◽

Technology Commercialisation

External technology commercialization (ETC) is one strategy firms use in order to appropriate value from innovation. In view of the complexities associated with managing partner relationships, firms are likely to draw on their prior alliance experience when considering ETC strategies. Applying an organisational capabilities perspective, we investigate the extent to which prior alliance experience shapes a firm’s propensity to engage in external commercialisation. Because the motivations and risks of ETC vary across industries, we further consider how industry effects may influence this relationship. Our study examines the ETC initiatives of 1,642 firms in the US manufacturing sector between 1990 and 2006. The results suggest a curvilinear relationship between alliance experience and ETC. We also find that this relationship is moderated by the nature of the industry appropriability regime, rate of technological change, and competitive intensity.

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Innovation and Human Resource Management: the Greek Experience

Organizacija ◽

10.2478/v10051-008-0009-3 ◽

2008 ◽

Vol 41 (3) ◽

pp. 81-90 ◽

Cited By ~ 1

Author(s):

Anastasia Katou

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Structural Equation ◽

Manufacturing Sector ◽

Management Style ◽

Organisational Performance ◽

Context Management ◽

Equation Modelling ◽

The Impact

Innovation and Human Resource Management: the Greek ExperienceThe purpose of this paper is to investigate the pathways leading from innovation to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational contingencies, innovation, HRM policies (resourcing, training, rewards, relations), HRM outcomes (skills, attitudes, behaviour), and organisational performance. Employing data from organisations operating in the Greek manufacturing sector, results indicate that the impact of innovation on organisational performance is positive and mediated through HRM policies and HRM outcomes, and moderated by organisational context (management style, organisational culture).

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