scholarly journals Strategic Impulses Urgency in the era of Industry 4.0

2019 ◽  
Vol 4 (2) ◽  
pp. 146-148
Author(s):  
Elfindah Princes ◽  
Harjanto Prabowo ◽  
Mohammad Hamsal ◽  
Andi William
Keyword(s):  
Firm Performance ◽  
Industry 4.0 ◽  
Dynamic Capabilities ◽  
Innovation Studies ◽  
Optimal Response ◽  
Rational Decision Making ◽  
Hard Time ◽  
Business Opportunities ◽  
Manage Innovation ◽  
Do So

The speed of changes in the era of Industry 4.0 has left us no choice but to be agile, adaptive and have dynamic capabilities to keep the firm performance on the track(Gilchrist, 2016). Being adaptive and agile means innovation, the firms must innovate and managing innovation. Studies confirm that only 12% of organizations succesfully manage innovation and only half of these do so consistently across time(Kleinknecht et al., 2009). Without any doubts, there are many times when the top managements are having hard time adapting to the situation, especially when inevitable events happen and they must respond at once. This is the part where the strategic impulses are very important, though it is long debated, as Impulse-driven logics are notoriously difficult to identify, isolate and describe (Hunt and Lerner, 2017) and rational decision-making often result in an optimal response of inaction. But it is also undeniable that strategic impulses have given lots of benefits and have lots of business opportunities (Daniel Lerner and Dimo Dimov, 2016). Strategic impulses in the era of industry 4.0 are without any doubt a must to firm performance if the firm wants to survive and increase its performance.

scholarly journals A MODEL OF CREATIVE HERITAGE FOR INDUSTRY: DESIGNING NEW RULES WHILE PRESERVING THE PRESENT SYSTEM OF RULES

2021 ◽  
Vol 1 ◽  
pp. 141-150
Author(s):  
Honorine Harlé ◽  
Pascal Le Masson ◽  
Benoit Weil
Keyword(s):  
Case Studies ◽  
Design Process ◽  
Industry 4.0 ◽  
Innovation Management ◽  
Present System ◽  
Innovative Capability ◽  
Current Change ◽  
A Site ◽  
Do So

AbstractIn industry, there is at once a strong need for innovation and a need to preserve the existing system of production. Thus, although the literature insists on the necessity of the current change toward Industry 4.0, how to implement it remains problematic because the preservation of the factory is at stake. Moreover, the question of the evolution of the system depends on its innovative capability, but it is difficult to understand how a new rule can be designed and implemented in a factory. This tension between preservation and innovation is often explained in the literature as a process of creative destruction. Looking at the problem from another perspective, this article models the factory as a site of creative heritage, enabling creation within tradition, i.e., creating new rules while preserving the system of rules. Two case studies are presented to illustrate the model. The paper shows that design in the factory relies on the ability to validate solutions. To do so, the design process can explore and give new meaning to the existing rules. The role of innovation management is to choose the degree of revision of the rules and to make it possible.

scholarly journals Big data analytics and firm performance: Effects of dynamic capabilities

2017 ◽  
Vol 70 ◽  
pp. 356-365 ◽  
Author(s):  
Samuel Fosso Wamba ◽  
Angappa Gunasekaran ◽  
Shahriar Akter ◽  
Steven Ji-fan Ren ◽  
Rameshwar Dubey ◽  
...  
Keyword(s):  
Big Data ◽  
Firm Performance ◽  
Data Analytics ◽  
Dynamic Capabilities ◽  
Big Data Analytics ◽  
Performance Effects

Dynamic capabilities for managing racially diverse workforces: Effects on competitive action variety and firm performance

2021 ◽  
Author(s):  
Cristina O. Vlas ◽  
Orlando C. Richard ◽  
Goce Andrevski ◽  
Alison M. Konrad ◽  
Yang Yang
Keyword(s):  
Firm Performance ◽  
Dynamic Capabilities ◽  
Racially Diverse ◽  
Competitive Action

scholarly journals Confronting Theories of Firm Growth in Light of Degrees-of-Freedom Analysis

2015 ◽  
Vol 22 (74) ◽  
pp. 385-404
Author(s):  
Sérgio Fernando Loureiro Rezende ◽  
Ricardo Salera ◽  
José Márcio de Castro
Keyword(s):  
Degrees Of Freedom ◽  
Firm Growth ◽  
Dynamic Capabilities ◽  
Statistical Tests ◽  
Explanatory Power ◽  
Stage Theory ◽  
Chi Square ◽  
Growth Optimum ◽  
Chi Square Test ◽  
Do So

This article aims to confront four theories of firm growth – Optimum Firm Size, Stage Theory of Growth, The Theory of the Growth of the Firm and Dynamic Capabilities – with empirical data derived from a backward-looking longitudinal qualitative case of the growth trajectory of a Brazilian capital goods firm. To do so, we employed Degree of Freedom-Analysis for data analysis. This technique aims to test the empirical strengths of competing theories using statistical tests, in particular Chi-square test. Our results suggest that none of the four theories fully explained the growth of the firm we chose as empirical case. Nevertheless, Dynamic Capabilities was regarded as providing a more satisfactory explanatory power.

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.

Causality and Filling the Ignorance Gap

2021 ◽  
pp. 163-194
Author(s):  
Sara E. Gorman ◽  
Jack M. Gorman
Keyword(s):  
Psychological Research ◽  
Coping Mechanisms ◽  
Rational Thinking ◽  
Know How ◽  
Cause And Effect ◽  
Hard Time ◽  
Difficult Time ◽  
The Face ◽  
Do So

This chapter evaluates uncertainty and why people feel the need to fill the ignorance gap. The tendency to want to know why things are as they are and figuring out what caused what often leads people to incorrect or even dangerous scientific conclusions. The chapter argues that it is highly adaptive to know how to attribute causality but that people are often too quick to do so. This is another instance in which adaptive, evolutionary qualities have done people a disservice in the face of complex debates and rational thinking. In particular, people have a difficult time sitting with uncertainty and an especially hard time accepting coincidence. The chapter then considers the evidence from decades of psychological research showing people’s misunderstanding of cause and effect and the elaborate coping mechanisms they have developed as a result. It also suggests some ways to help people better comprehend true causality, without diminishing their ability to attribute cause when it is in fact appropriate.

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.

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