The Role of Visionary Leader Competency in Bridging Company's Levers of Controls and Dynamic Capabilities

PurposeIn the healthcare management domain, there is a lack of knowledge concerning the role of resilience practices in improving patient safety. The purpose of this paper is to understand the capabilities that enable healthcare resilience and how digital technologies can support these capabilities.Design/methodology/approachWithin- and cross-case research methodology was used to study resilience mechanisms and capabilities in healthcare and to understand how digital health technologies impact healthcare resilience. The authors analyze data from two Italian hospitals through the lens of the operational failure literature and anchor the findings to the theory of dynamic capabilities.FindingsFive different dynamic capabilities emerged as crucial for managing operational failure. Furthermore, in relation to these capabilities, medical, organizational and patient-related knowledge surfaced as major enablers. Finally, the findings allowed the authors to better explain the role of knowledge in healthcare resilience and how digital technologies boost this role.Practical implicationsWhen trying to promote a culture of patient safety, the research suggests healthcare managers should focus on promoting and enhancing resilience capabilities. Furthermore, when evaluating the role of digital technologies, healthcare managers should consider their importance in enabling these dynamic capabilities.Originality/valueAlthough operations management (OM) research points to resilience as a crucial behavior in the supply chain, this is the first research that investigates the concept of resilience in healthcare systems from an OM perspective, with only a few authors having studied similar concepts, such as “workaround” practices.

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Dynamic Capabilities and System Thinking: The Role of Networking Capabilities to Foster Innovation in SMEs

Palgrave Studies in Cross-disciplinary Business Research, In Association with EuroMed Academy of Business - The Changing Role of SMEs in Global Business ◽

10.1007/978-3-030-45835-5_6 ◽

2020 ◽

pp. 109-131

Author(s):

Demetris Vrontis ◽

Gianpaolo Basile ◽

Mauro Sciarelli ◽

Mario Tani

Keyword(s):

Dynamic Capabilities ◽

System Thinking

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Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

Journal of Management and Strategy ◽

10.5430/jms.v11n4p10 ◽

2020 ◽

Vol 11 (4) ◽

pp. 10

Author(s):

Patrick M. Mutisya ◽

Peter K'Obonyo ◽

Kennedy Ogollah ◽

James M. Njihia

Keyword(s):

Organizational Performance ◽

Organizational Design ◽

Dynamic Capabilities ◽

Manufacturing Firms ◽

Primary Data ◽

Organizational Ambidexterity ◽

Cross Sectional ◽

Mediating Role ◽

Study Results

The aim of this study was to establish the role of organizational design in the organizational ambidexterity - performance relationship among large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are few and with mixed findings. The few studies indicate that there is no clear ambidexterity - organizational performance relationship. The research was founded on dynamic capabilities and configurations theories. Based on the reviewed literature, a conceptual model and hypotheses were formulated. The study was guided by positivist philosophy. The population of the research was the entire 107 Kenyan large manufacturing firms (LMFs). Cross-sectional research design was used. Primary data in respect of predictor variables was used and was collected using a structured questionnaire. The respondents were the senior managers of the large manufacturing firms (LMFs) in Kenya; namely Chief Executive Officers/Managing Directors (CEOs/MDs) or General Managers (GMs), or Heads of departments (HODs). Descriptive statistics, correlations, linear, multiple and hierarchical regressions were applied in the data scrutiny and interpretation. The study results showed partial organizational design mediating role in the organizational ambidexterity - performance association of LMFs in Kenya. The study findings are useful to practitioners and managers of LMFs, policymakers in government as well as scholars and researchers. The study recommends further studies on the mediating role of organizational design, different variable operationalization, diversify respondents and context as well as longitudinal study.

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The role of cocreation and dynamic capabilities in service provision and performance: A configurational study

Industrial Marketing Management ◽

10.1016/j.indmarman.2018.06.008 ◽

2019 ◽

Vol 78 ◽

pp. 43-57 ◽

Cited By ~ 10

Author(s):

R. Wilden ◽

S. Gudergan ◽

M.A. Akaka ◽

A. Averdung ◽

T. Teichert

Keyword(s):

Service Provision ◽

Dynamic Capabilities ◽

And Performance

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Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Journal of Organizational Effectiveness People and Performance ◽

10.1108/joepp-02-2020-0028 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Sunu Widianto ◽

Yetty Dwi Lestari ◽

Beta Embriyono Adna ◽

Badri Munir Sukoco ◽

Mohammad Nasih

Keyword(s):

Dynamic Capabilities ◽

Middle Managers ◽

Middle Manager ◽

Organisational Performance ◽

Content Type ◽

Organisational Capacity ◽

Dynamic Managerial Capabilities ◽

Managerial Capabilities ◽

Capacity For Change

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

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Dynamic capabilities: antecedents and implications for firms' performance

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-12-2019-0587 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Ricardo Jorge Correia ◽

Mário Sérgio Teixeira ◽

José G. Dias

Keyword(s):

Structural Equation ◽

Dynamic Capabilities ◽

Structural Equation Models ◽

Causal Link ◽

Competitive Advantages ◽

Content Type ◽

Mediating Role ◽

Strategic Orientations ◽

The Relationship

PurposeThis paper aims to explore a new causal link between learning, market and entrepreneurial orientations and firms' performance by introducing dynamic capabilities and competitive advantages as mediator variables.Design/methodology/approachThe mediating role of dynamic capabilities and competitive advantages is tested using a sample of 1,190 Portuguese firms, and structural equation models.FindingsIt is shown that dynamic capabilities mediate the relationship between the three orientations–learning, market and entrepreneurial–and competitive advantages of differentiation and cost leadership, and both competitive advantages lead to firm's performance. It is also shown that learning orientation is an antecedent of market orientation and entrepreneurial orientation.Practical implicationsThis research shows that firm's performance depends on the capacity of firms to learn, innovate, be proactive, take risks and collect the best market data. Indeed, by optimizing the internal management and knowledge dissemination, firms will develop a set of capabilities and competitive advantages that lead to an appropriate response to market challenges.Originality/valueThis study tests the relationship between strategic orientations and firm's performance by taking the mediating effects of dynamic capabilities and competitive advantages into account. This research was conducted in Portugal.

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