scholarly journals KESAN INTEGRASI KELAKUAN KUMPULAN PENGURUSAN ATASAN KE ATAS KETANGKASAN ORGANISASI DI MALAYSIA: KAPASITI PENYERAPAN SEBAGAI PEMBOLEH UBAH PENGANTARA (The Effects of Top Management Team Behavioural Integration on Organisational Agility in Malaysia: Absorp

2021 ◽  
Vol 28 ◽  
Author(s):  
Khairul Naziya Kasim ◽  
Sofiah Md Auzair ◽  
Amizawati Mohd Amir ◽  
Nor Liza Abdullah
Keyword(s):  
Absorptive Capacity ◽  
Information Exchange ◽  
Dynamic Capabilities ◽  
Top Management Team ◽  
Management Team ◽  
Partial Least Square ◽  
Least Square ◽  
Top Management ◽  
Learning Capability ◽  
Organisational Agility

Kajian ini dijalankan untuk mengenal pasti kesan langsung dan tak langsung yang dimiliki oleh integrasi kelakuan kumpulan pengurusan atasan (KPA) ke atas dua keupayaan dinamik firma iaitu keupayaan pembelajaran dengan keupayaan konfigurasi semula, yang kedua-duanya diterjemahkan melalui pemboleh ubah kapasiti penyerapan dan ketangkasan organisasi. Analisis Partial Least Square ke atas maklum balas soal selidik daripada 159 buah firma perkilangan bersaiz besar dan sederhana di Malaysia menunjukkan terdapat hubungan positif yang signifikan antara integrasi kelakuan KPA dan kedua-dua kapasiti penyerapan serta ketangkasan organisasi. Hasil analisis juga menyokong hipotesis bagi hubungan tak langsung antara integrasi kelakuan KPA dan ketangkasan organisasi dengan kapasiti penyerapan sebagai faktor pengantara. Penemuan kajian ini menggesa KPA agar menonjolkan sikap yang mementingkan tingkah laku berkolaboratif, pertukaran maklumat yang berkualiti dan pembuatan keputusan secara bersama kerana ketiga-tiga aspek ini didapati secara kolektif memberi kesan yang positif kepada keupayaan dinamik firma. Dapatan kajian ini turut memberi isyarat kepada pengurusan atasan kepentingan untuk memastikan ketiga-tiga ciri ini dimiliki oleh calon yang bakal dipilih sebagai ahli KPA. Hasil kajian ini juga mampu menjadi titik rujuk kepada kajian lanjut yang dijalankan secara kualitatif yang dijangka dapat menyediakan gambaran lebih jelas mengenai peranan KPA dalam pembangunan keupayaan dinamik firma di Malaysia. Abstract This study was conducted to examine the direct and indirect effects of top management team (TMT) behavioural integration on two dynamic capabilities, that is, the learning capability and reconfiguration capability which have been translated through the absorptive capacity and organisational agility. The Partial Least Square analysis on the survey responses from 159 large- and medium-sized manufacturing firms in Malaysia shows that there are significant positive relationships between the TMT behavioural integration and both the absorptive capacity and organisational agility. The analysis results also support the hypothesis of an indirect relationship between the TMT behavioural integration and organisational agility with absorptive capacity as the mediator. The findings reveal the need for the TMT to emphasise collaborative behaviour, quality information exchange and collective decision-making as the three aspects are collectively found to have positive impacts on the firm's dynamic capabilities. The TMT also has to ensure that the candidates selected as its team members must have these characteristics. The results of the study can also be a reference point for qualitative studies conducted which can provide a clearer picture of the role of TMT in the development of dynamic capabilities of firms in Malaysia. Keywords: Top management team behavioural integration, absorptive capacity, organisational agility, dynamic capabilities of firms, Malaysia.  

IT Enabled Organisational Agility

2015 ◽  
Vol 27 (4) ◽  
pp. 1-24 ◽  
Author(s):  
Yunshi Mao ◽  
Jing Quan
Keyword(s):  
Dynamic Capabilities ◽  
Partial Least Square ◽  
Theory And Practice ◽  
Least Square ◽  
Future Research ◽  
Pearl River Delta Region ◽  
Positive Effects ◽  
Using Data ◽  
The Pearl River ◽  
Organisational Agility

This paper examines the role of information technology (IT) in enabling organisational agility. The authors focus on two IT capabilities, IT exploration and IT exploitation. On the basis of conceptualisation of the capability lifecycle and a hierarchy of dynamic capabilities, the authors establish a theoretical linkage between lower-order capability and higher-order capability, i.e., IT exploration capability to IT exploitation capability to organisational agility. Using the partial least square approach, the authors empirically test the proposed relationships using data from 289 manufacturers in the Pearl River Delta region of Guangdong province, People's Republic of China. Our results suggest the positive effects of IT exploration and exploitation capabilities on customer, operational and partner agilities. In addition, the authors find that IT exploitation capability mediates the relationship between IT exploration capability and organisational agility. On the basis of our findings, implications for theory and practice as well as future research opportunities are discussed.

The Value of a Legally Astute Top Management Team

2016 ◽  
Author(s):  
Constance E. Bagley
Keyword(s):  
Dynamic Capabilities ◽  
Systems Approach ◽  
Top Management Team ◽  
Capabilities Approach ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Relational Governance ◽  
Proactive Approach ◽  
Context Specific

This article describes the construct of “legal astuteness” and explains why it is a valuable dynamic capability. It also examines the systems approach to law and strategy, which embeds the top management team within the firm’s “ecosystem.” The discussion begins with an overview of the dynamic capabilities approach to competitive advantage and proceeds by identifying the requirements of legal astuteness: a set of value-laden attitudes about the importance of law and ethical behavior to firm success; a proactive approach to management, regulation, and risk; context-specific knowledge of the law and the appropriate use of legal tools; and strategically astute counsel. The article then explains how legally astute top management teams can augment contracts with relational governance; practice strategic compliance management; enhance, combine, protect, and reconfigure tangible and intangible assets; and manage human resources more effectively. Finally, it outlines degrees of legal astuteness.

scholarly journals Learning Capability and the Performance of Small and Medium Enterprises in Developing Economies: The Role of Absorptive Capacity

2019 ◽  
Vol 6 (1) ◽  
pp. 49-55
Author(s):  
YAKUBU SALISU ◽  
Sani Mohammed
Keyword(s):  
Absorptive Capacity ◽  
Structural Equation ◽  
Developing Economies ◽  
Small And Medium Enterprises ◽  
Equation Model ◽  
Partial Least Square ◽  
Least Square ◽  
Learning Capability ◽  
Medium Enterprises ◽  
The Relationship

How to develop and enhance the effectiveness of external flow of knowledge and information to improve invention and performance of small and medium enterprises (SMEs) has becomes crucial to both researchers and managers. This study was designed to purposely examine empirically the influence of the absorptive capacity on the relationship of organizational learning capability and SMEs performance. A total of 206 valid questionnaires obtained from personal administration of the survey instrument on SMEs manager in Kano state Nigeria. Partial Least Square Structural Equation Model (PLS-SEM). The result of the study indicates that learning capability significantly and positively relates to SMEs firms performance, equally learning capability positively relates with absorptive capacity. The study further established significant positive relationship between absorptive capacity and SMEs performance. Similarly, absorptive capacity mediates the relationship between learning capability and SMEs performance. The study conclude that experimentation, risk taking, external interaction, dialogue and participatory decision making influences SMEs knowledge acquisition, assimilation, transformation and application for better performance.

Multilevel models of transformational leadership, behavioral integration of top management team and manager ambidexterity in SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuzhen Duan ◽  
Xiaobao Peng ◽  
Qiong Gui ◽  
Haibin Zhou ◽  
Xuehe Zhang ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Hierarchical Linear Modeling ◽  
Information Exchange ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Joint Decision ◽  
Content Type ◽  
Behavioral Integration ◽  
Team Conflict

Purpose This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior. Design/methodology/approach Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry. Findings The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity. Research limitations/implications First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities. Practical implications Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity. Originality/value First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

Data as Competitive Weapon in the Digital-Globalization Era: An Empirical Inquiry on Marketing Analytics Using Multivariate Analysis

2020 ◽  
Vol 38 (3) ◽  
Author(s):  
Sana Baqai ◽  
Jawaid Ahmed Qureshi
Keyword(s):  
Absorptive Capacity ◽  
Direct Relationship ◽  
Top Management Team ◽  
Sales Performance ◽  
Management Team ◽  
Equation Modeling ◽  
Top Management ◽  
It Infrastructure ◽  
Marketing Analytics ◽  
Mediating Variables

In the wake of globalization, rapid advancements took place in every field. Data science and big data emerged as utmost prominent realms and in this nexus, marketing analytics outgrew as a robust discipline. The main purpose of this paper is to investigate how data is used as a competitive weapon, in the age of digital globalization, by marketers and if there is any direct relationship between marketing analytics (its measurement, IT infrastructure and barriers to deploy marketing analytics) and sales performance, and then keeping absorptive capacity and top management team advocacy as mediating variables, it is tested that whether they influence such direct relationship. This is a quantitative research; the questionnaire was being administered to 300 respondents (managers with some marketing managers, directors and chief executives). It avails Structural Equation Modeling (SEM) based multivariate analysis.The result records that there is a positively significant impact of measurement of marketing analytics and IT infrastructure on sales performance and in presence of the mediating variables, absorptive capacity and top management team advocacy, the impact of marketing analytics relatively increases on sales performance. However, barriers to deploy marketing analytics appeared insignificant. This research furnishes insights to marketers and e-marketers to improve sales performance and profitability; for properly applying marketing analytics, practitioners need to have proper IT infrastructure with absorptive capacity and top management team advocacy or support. Moreover, they need skillful employees who know how to acquire, extract, disseminate and utilize data in organizations for effective (strategic or operational) decision making.

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