scholarly journals Theoretical fundamentals of the gility of strategic decisions / Fundamentos teoricos de la gilidad de las decisiones estratégicas

2021 ◽  
Vol 3 (3) ◽  
pp. 2228-2244
Author(s):  
Julian Miranda- Torrez
Keyword(s):  
High Performance ◽  
Dynamic Capabilities ◽  
Dynamic Environment ◽  
Organizational Capabilities ◽  
Strategic Decisions ◽  
Organizational Agility ◽  
Upper Echelon ◽  
Theory Of Organization ◽  
Theoretical Foundations

In the theory of organization and strategic management, the adaptation or adjustment of the organization with the highly dynamic environment was studied. Strategic decisions play the role of relating the environment with the organization. The objective of the document was to present the theoretical foundations of the agility of strategic decisions as a contribution to the theory of decisions. The dynamism of the environment is an important factor that influences organizations and managers to be more agile in making strategic decisions in order to take advantage of opportunities, face risks, survive in the market and achieve high performance. Perspectives are proposed as a theoretical foundation: strategic choice, "upper echelon", organizational capabilities, organizational agility and dynamic capabilities. A methodology based on a systematic review of the literature was applied. As a result, a theoretical framework is proposed for the study of decisions considering the dynamism of the environments and the attributes of the organizations. It is an important contribution to decision-making theory, by incorporating the concepts of agility, strategies, dynamism of the environment and the adaptation of the organization to the environment.

The role of top management support and organizational capabilities in achieving e-business entrepreneurship

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khaled Saleh Al-Omoush
Keyword(s):  
Organizational Learning ◽  
Organizational Capabilities ◽  
Pivotal Role ◽  
Top Management ◽  
Management Support ◽  
Organizational Agility ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose The purpose of this study is to investigate the role of top management support and organizational capabilities in achieving e-business entrepreneurship. Design/methodology/approach Data were collected through a self-administered questionnaire from 26 manufacturing firms with a sample of 282 respondents. Data were analyzed using SmartPLS. Findings The results show a significant impact of top management support on e-business entrepreneurship. The findings also show a direct impact of organizational capabilities, involving organizational agility and organizational learning on the e-business entrepreneurship. Moreover, the results of the study highlight the pivotal role of top management in preparing an organizational environment that fosters organizational learning and organizational agility capabilities to establish e-business entrepreneurship. Originality/value This study contributes to the body of knowledge and understanding of e-business entrepreneurship and the pivotal role of top management support in today’s very dynamic environment. Furthermore, the present study offers new insights into the impact of organizational capabilities on establishing e-business entrepreneurship.

Open innovation, dynamic organizational capacities and innovation performance in SMEs: Empirical evidence in the Tunisian manufacturing industry

2022 ◽  
pp. 146575032110660
Author(s):  
Hajer Chabbouh ◽  
Younès Boujelbene
Keyword(s):  
Open Innovation ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Dynamic Capabilities ◽  
Innovation Performance ◽  
Organizational Capabilities ◽  
Equation Modeling ◽  
Mediating Role ◽  
Medium Enterprise

In this paper, the main objective is to examine inbound open innovation adoption by exploring its antecedents in terms of dynamic organizational capabilities, its implications on innovation performance, but also its mediating role between these capabilities and Small and Medium Enterprise (SME) innovation performance. Therefore, a conceptual model was proposed and empirically tested on the basis of data extracted from a survey involving a sample of 228 Tunisian manufacturing SMEs and analyzed through the Structural Equation Modeling method. In doing so, this paper adds to the existing literature on open innovation in SMEs and fills a neglected theoretical gap by proposing a link between dynamic capabilities theory and the open innovation paradigm, two literatures that have little overlap, to improve current understanding of innovation performance in SMEs. Ultimately, by empirically confirming the significant relationship between dynamic organizational capacities and innovation performance through the mediating role of open innovation, our results are mainly relevant for entrepreneurs and innovation managers in SMEs who can find valuable guidance on how to strengthen innovation performance under the nexus between the dynamic capabilities perspective and open innovation by focusing on the development of three capabilities that are dynamic capabilities, absorptive capability, and appropriation capabilities.

Business value of cognitive analytics technology: a dynamic capabilities perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Siddharth Gaurav Majhi ◽  
Arindam Mukherjee ◽  
Ambuj Anand
Keyword(s):  
Dynamic Capabilities ◽  
Theoretical Perspective ◽  
Academic Research ◽  
Business Value ◽  
Organizational Capabilities ◽  
Critical Research ◽  
Content Type ◽  
Academic Literature ◽  
Dynamic Capabilities Perspective

Purpose Novel and emerging technologies such as cognitive analytics attract a lot of hype among academic researchers and practitioners. However, returns on investments in these technologies are often poor. So, identifying mechanisms through which cognitive analytics can add value to firms is a critical research gap. The purpose of this paper is to theorize how cognitive analytics technologies can enable the dynamic capabilities of sensing, seizing and reconfiguring for an organization. Design/methodology/approach This conceptual paper draws on the extant academic literature on cognitive analytics and related technologies, the business value of analytics and artificial intelligence and the dynamic capabilities perspective, to establish the role of cognitive analytics technologies in enabling the sensing, seizing and reconfiguring capabilities of an organization. Findings Through arguments grounded in existing conceptual and empirical academic literature, this paper develops propositions and a theoretical framework linking cognitive analytics technologies with organizations’ dynamic capabilities (sensing, seizing and reconfiguring). Research limitations/implications This paper has critical implications for both academic research and managerial practice. First, the authors develop a framework using the dynamic capabilities theoretical perspective to establish a novel pathway for the business value of cognitive analytics technology. Second, cognitive analytics is proposed as a novel antecedent of the dynamic organizational capabilities of sensing, seizing and reconfiguring. Originality/value To the best of the authors’ knowledge, this is the first paper to theorize how cognitive analytics technologies can enable dynamic organizational capabilities, and thus add business value to an organization.

Achieving a firm’s competitive advantage through dynamic capability

2016 ◽  
Vol 11 (3) ◽  
pp. 260-285 ◽  
Author(s):  
Chinho Lin ◽  
Hua-Ling Tsai
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Dynamic Environment ◽  
Quantitative Model ◽  
Organizational Capabilities ◽  
Dynamic Capability ◽  
Top Management ◽  
Content Type ◽  
Firm Model

Purpose – The purpose of this paper is to propose a quantitative model to help managers diagnose what dynamic capabilities a firm needs to address the demands of a rapidly changing environment. Design/methodology/approach – A two-firm model based on the VRIO framework is built using quantitative techniques to assist top management in formulating and implementing strategies regarding when and how to develop a firm’s dynamic capabilities for achieving a competitive advantage. This model is developed by considering both internal and external competences, with the former measured by the features of the organizational capabilities of the focal firm and latter evaluated by comparing the relative utilities of the dynamic capabilities of the two competing firms. Findings – Three resource allocation strategies are introduced to guide a firm to leverage dynamic capability that generates strong organizational performance. The first two strategies are, respectively, synergy oriented, focussing on acquiring various knowledge or experiences of a capability, and uniqueness oriented, emphasizing the depth of knowledge and technology of the capabilities. The third one is a hybrid of the first two strategies. Originality/value – The proposed model is useful to help top management determine how and when to renew, bundle, and leverage resources and capabilities in a dynamic environment. It enables decision makers to detect changes in the competitive environment and take corrective action in a timely and appropriate manner.

scholarly journals Organizational Capabilities for Family Firm Sustainability: The Role of Knowledge Accumulation and Family Essence

2021 ◽  
Vol 13 (10) ◽  
pp. 5607
Author(s):  
Ismael Barros-Contreras ◽  
Jesús Manuel Palma-Ruiz ◽  
Angel Torres-Toukoumidis
Keyword(s):  
Family Involvement ◽  
Dynamic Capabilities ◽  
Family Firms ◽  
Family Firm ◽  
Organizational Capabilities ◽  
Knowledge Accumulation ◽  
External Knowledge ◽  
The Family ◽  
Research Gap

While prior studies recognize the importance of organizational capabilities for family firm sustainability, current research has still failed to empirically identify the role of different types of knowledge accumulation with regard to these organizational capabilities. Based on the dynamic capabilities theory, the main goal of this paper is to address this research gap and to explore the relationships between both internal and external knowledge accumulation, and ordinary organizational capabilities. This research also contributes to analyzing the complex effect of the family firm essence, influenced by both family involvement and generational involvement levels, as an antecedent of internal and external knowledge accumulation. Our analysis of 102 non-listed Spanish family firms shows that the family firm essence, which is influenced by the family involvement, strengthens only the internal knowledge accumulation but not the external one. Furthermore, our study also reveals that both internal and knowledge accumulation are positively related to ordinary capabilities.

scholarly journals Entrepreneurial Orientation in Government-Owned Bank: Do They Improve Competitive Advantage?

2020 ◽  
Vol 11 (2) ◽  
pp. 262
Author(s):  
Maryono . ◽  
Imam Ghozali ◽  
Amie Kusumawardhani ◽  
R. Mahelan Prabantarikso ◽  
Firdaus Basbeth
Keyword(s):  
Competitive Advantage ◽  
Risk Taking ◽  
Entrepreneurial Orientation ◽  
High Performance ◽  
Dynamic Capabilities ◽  
Mediating Effect ◽  
Cross Sectional ◽  
The Government ◽  
High Performance Organization

In Indonesia, housing finance is mainly raised from banks, with the government-owned housing bank (GOHB) BTN taking the largest share of the market. In constantly growing population need for new housing unit every year and increased number of competitors requires managers of government-owned housing bank to be able to develop their dynamic capabilities and adopt a more entrepreneurial orientation (EO). However, (GOHB) are typically being linked to organization that administratively influenced by government that impeding GOHB from being high performance organization driven by EO. Moreover, the dual goals of GOHB which are business and social goals makes the managers struggle to develop and adopt entrepreneurial orientation, since they have to set priorities and trade-off between those goals. The aims of this study is to investigate the role of entrepreneurial orientation (EO) in improving competitive advantage of government-owned housing bank, and fills a gap in the literature by linking entrepreneurial orientation to the theory of dynamic capabilities. This study explored the mediating effect of multi-dimensional EO which is: innovativeness, proactiveness, and risk taking in the relationship between dynamic capabilities (DC) and competitive advantage. The method of the study is a survey using area sampling and proportionate random sampling to collect data from 115 managers in 20 branches in island of Java, during the month of May to August, 2018 (cross-sectional method). The result shows a positive relationship between dynamic capabilities to innovativeness, proactiveness and risk taking. As expecting risk taking has no mediating effect to competitive advantage.

OPEN INNOVATION NETWORKS: THE ROLE OF INNOVATIVE MARKETPLACES FOR SMALL AND MEDIUM ENTERPRISES' VALUE CREATION

2011 ◽  
Vol 08 (03) ◽  
pp. 437-453 ◽  
Author(s):  
VALENTINA NDOU ◽  
PASQUALE DEL VECCHIO ◽  
LAURA SCHINA
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
High Performance ◽  
Small And Medium Enterprises ◽  
Dynamic Environment ◽  
Innovation Networks ◽  
New Paradigm ◽  
Innovation Approach ◽  
Medium Enterprises

The article is focused on the explanation of the benefits of an open innovation approach in order to drive small and medium enterprises within the actual dynamic environment. In particular, the article gives evidence of the capability of the new paradigm in enabling innovative patterns of growth and development, especially for the small segment, not able to overpass a lot of constraints for achieving high performance by itself. We argue that firms' innovation can be carried out through open innovation platforms, in which they will grasp the most important benefits and opportunities in order to catch the value creation.

scholarly journals Resilient organizational capabilities in NTBFs. Concept and variables as dynamic and adaptive capabilities

2019 ◽  
Vol 3 (2) ◽  
pp. 1-16
Author(s):  
Eduardo Bueno Campos ◽  
Cecilia Murcia Rivera ◽  
Carlos Merino Moreno
Keyword(s):  
Dynamic Capabilities ◽  
New Technology ◽  
Lessons Learned ◽  
Organizational Capabilities ◽  
Key Factors ◽  
Methodological Triangulation ◽  
Adaptive Capabilities ◽  
New Technology Based Firms ◽  
The Comparative Study

In this paper we propose the concepts and variables that characterize resilient organizational capabilities (onwards ROC that can be viewed as dynamic capabilities. The concept of resilience highlights the ability to overcome trauma and the power to emerge more reinforced, considering the concept of “lessons learned” as the basis for its development. There are two key factors: attitudes and culture that can be transformed into a concept of resilience. In this work, the concept and characteristics of the ROC or “adaptive capabilities” generating innovation in the field of SMEs are presented. Also, the role of dynamic capabilities and intellectual capital that has been playing to date will be explained. In this research a methodological triangulation and a qualitative analysis to data on a Case Studies in new technology based firms (NTBFs) of the Scientific Park of Madrid and Colombian SMEs are realized. And will be completed with a quantitative analysis through the survey of these same two groups. The results of the comparative study show differences in analysed ROC, explained by cultural or economic themes, or by the sectors or sizes to which the companies of the reference groups belong, which is the basis for a future line of research.

scholarly journals Upper Echelon Theory: Role of Community and Strategy

2015 ◽  
Vol 1 (3) ◽  
pp. 35-44
Author(s):  
Majdi Anwar Quttainah
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Community Level ◽  
Top Management ◽  
Strategic Decisions ◽  
Upper Echelon ◽  
Top Executives ◽  
Upper Echelon Theory ◽  
Better Than

In this paper, we argue that community plays an important role in shaping the values and characteristics of top management teams. It builds on upper echelon theory to posit that community level characteristics are instrumental in framing the cognitions of CEOs and top executives. Strategic decisions made by managers in organizations represent the significant impact community has on top management teams. Examining the influence community has on top management teams provides additional implications about why certain firms perform better than others.

scholarly journals The Role of Dynamic Capabilities in Reconfiguring Operational Capabilities for Digital Business Transformation

2021 ◽  
Vol 2 (1) ◽  
pp. 1-8
Author(s):  
Nabil Alkhamery ◽  
Fakhrul Anwar Zainol ◽  
Murad Al-Nashmi
Keyword(s):  
Dynamic Capabilities ◽  
Significant Contribution ◽  
Digital Transformation ◽  
Organizational Capabilities ◽  
Market Change ◽  
Digital Era ◽  
Operational Capabilities ◽  
Proposed Model ◽  
Transformation Strategy

As digital technologies development continues, as the risk for existing business in all industries increases due to the new innovated, digital-based products and services that are changing market conditions. Digital transformation strategy enables incumbent firms to keep their existence in the digital era. However, firms need first to assess their readiness for digital transformation strategy requirements. The lack of agreed model that explains the process of digital transformation strategy in general and on firm’s readiness for this strategy were enough justifications for the researcher to conduct this study. The researcher fills this gap by proposing new model for digital transformation readiness. The study also examines a mediation role for dynamic capabilities in reconfiguring operational capabilities in a firm so that to enhance its readiness for digital transformation strategy. The findings of this research shall empirically validate the proposed model and it will reveal the role of dynamic capabilities in improving firm’s digital transformation readiness. The research indicates that dynamic capabilities are developed by other organizational capabilities such as culture values and ICT capabilities. It also points to the essential role of dynamic capabilities in adapting operational capabilities for any market change. Organizations shall prepare themselves for digital transformation strategy by focusing on developing capabilities needed for this strategy to reduce the risk of failure. The proposed model can be considered as a significant contribution in the area of the digital transformation strategy. The model in practical wise will help managers to assess their firm’s readiness for digital transformation strategy and fill any gap identified. The proposed model for digital transformation readiness is recommended to be further extended to include more effecting factors including technological and environmental factors.

Sign in / Sign up

Export Citation Format

Share Document