Enhancing HR shared service centers through resource orchestration: uncovering the dynamic capabilities of the administrative expert

Innovating Big Tech firms and competition policy: favoring dynamic over static competition

Industrial and Corporate Change ◽

10.1093/icc/dtab049 ◽

2021 ◽

Author(s):

Nicolas Petit ◽

David J Teece

Keyword(s):

Competition Policy ◽

Dynamic Capabilities ◽

Consumer Welfare ◽

Use Of Data ◽

Entrepreneurial Management ◽

Resource Orchestration ◽

Competition Process ◽

Monopoly Rents ◽

Sophisticated Version

Abstract This paper gives a fresh account of competition in the digital economy. Economic analysis in the field of industrial organization remains largely focused on a sophisticated version of the Schumpeter–Arrow debate, which is unresolved and largely irrelevant. We posit the need to look at competition anew. Static models of monopoly firms and markets in equilibrium are often used to characterize Big Tech firms’ size and scope. We suggest that this characterization is inappropriate because the growth and diversification of many digital firms lead to a situation of broad-spectrum competition that cuts across markets. Current market positions do not reflect entrenched monopoly power but are vulnerable to competitive pressure of disequilibrating forces arising from the use of data-driven operating models, astute resource orchestration, and the exercise of dynamic capabilities. A few strategic errors by management in the handling of internal transitions and/or external challenges and they could be competitively impaired. The implications of a more dynamic understanding of the competition process in the tech sector are explored. We consider how big data and entrepreneurial management impacts firm performance. We also explore the nature of different types of rents (Schumpeterian, Ricardian, and monopoly rents) and suggest a modified long-term consumer welfare standard for competition policy. We formulate preliminary tests and predictors to assess dynamic competition. Our perspective advances a policy stance that favors innovation.

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The IPOET matrix: measuring resource integration

International Journal of Organizational Analysis ◽

10.1108/ijoa-05-2018-1427 ◽

2018 ◽

Vol 26 (5) ◽

pp. 953-971

Author(s):

Kristian Johan Sund ◽

Stuart Barnes ◽

Jan Mattsson

Keyword(s):

Structural Equation ◽

Dynamic Capabilities ◽

Measurement Instrument ◽

Hierarchical Cluster ◽

Value Theory ◽

Equation Modeling ◽

Resource Integration ◽

Cross Sectional ◽

Content Type ◽

Resource Orchestration

PurposeThe recently developed resource orchestration theory studies the processes by which managers handle resources to create competitive advantages. According to this theory, it is the way that resources interact with each other that results in such advantages. Resource integration, i.e. the alignment, or fit between resources, is one important outcome of resource orchestration processes. This paper aims to develop a scale and outline approaches to measuring such resource integration.Design/methodology/approachUsing a typology of five types of resources derived from value theory, the authors develop a scale for measuring the fit between resource types, i.e. the degree of resource integration. The authors illustrate the method using a case example of an IT company and demonstrate how a variety of statistical methods including hierarchical cluster analysis, structural equation modeling, social network analysis and methods from biostatistics can provide measures of resource integration.FindingsThe authors develop a scale and associated measures that can help scholars systematically measure and identify firms with a high or low level of resource integration capability. This makes it possible to investigate further these companies and reconstruct how they support dynamic capabilities, as well as commonalities across firms with high and low levels of this capability.Originality/valueExisting studies on resource orchestration have failed to provide us with a reliable measurement instrument that can be used both in cross-sectional work, and in repeated or time-series studies, allowing us to assess the degree to which a wider range of resources in an organization are integrated. The authors develop and demonstrate such an instrument.

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The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

International Journal of Research in Business and Social Science (2147-4478) ◽

10.20525/ijrbs.v10i7.1419 ◽

2021 ◽

Vol 10 (7) ◽

pp. 53-61

Author(s):

Eltigani Ahmed ◽

James Kilika ◽

Clare Gakenia

Keyword(s):

Firm Value ◽

Dynamic Capabilities ◽

Future Research ◽

Organizational Resilience ◽

Sustainable Competitive Advantage ◽

Firm Resources ◽

Resource Orchestration ◽

Dynamic Resource ◽

Managerial Capabilities ◽

Literature Production

The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed directions for future research.

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Why sharing is synergy

Personnel Review ◽

10.1108/pr-09-2016-0245 ◽

2017 ◽

Vol 46 (7) ◽

pp. 1297-1317 ◽

Cited By ~ 8

Author(s):

Marco Maatman ◽

Jeroen Meijerink

Keyword(s):

Dynamic Capabilities ◽

Survey Methodology ◽

Equation Modeling ◽

Control Mechanisms ◽

Management Service ◽

Shared Services ◽

Content Type ◽

Service Value ◽

Business Units ◽

Shared Service

Purpose HR shared service centers (SSCs) have been claimed to innovate human resource management service delivery by centralizing resources and decentralizing control and, in doing so, create value for other business units. In response, to explain the value of HR shared services for the business units served, the purpose of this paper is to test hypotheses on the joint influence of HR SSC operational and dynamic capabilities and of control mechanism usage by the business units. Design/methodology/approach A survey methodology was applied to collect data among business unit representatives from 91 business units in 19 Dutch organizations. The data were analyzed using structural equation modeling in AMOS. Findings This study found that the use of formal control mechanisms (e.g. contracts, service-level agreements) relates negatively with HR shared service value, but that this relationship becomes positive once mediated by informal control mechanisms (e.g. trust and shared language) and operational HR capabilities. Furthermore, it shows that the dynamic capabilities of HR SSCs relate positively to HR shared service value for the business units, but only because of their effect on operational capabilities. Originality/value Whereas previous studies into HR SSCs have examined the two antecedents independently, this study shows how organizational control and capabilities interrelate in explaining the value of HR shared services.

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