Resources, Capabilities, and Business Success

2012 ◽  
pp. 304-324 ◽  
Author(s):  
Alan Simon ◽  
Chloe Bartle
Keyword(s):  
Employee Satisfaction ◽  
Dynamic Capabilities ◽  
Visionary Leadership ◽  
Business Success ◽  
Significant Relationships ◽  
Development Processes ◽  
Resources And Capabilities ◽  
Changing Times ◽  
The Many ◽  
The Relationship

Resources and capabilities that align with the demands of the environment in which an organization operates conduce to successful performance. Physical, human, and organizational capital resources that are valuable, rare, inimitable, and organizable can provide the firm with unique capabilities that lead to competitive advantage and value creation. Seven generic strategic capabilities are related to organizational success. These are service quality; visionary leadership; innovation and creativity; selection and retention of good staff with good technical skills; credibility, integrity, and honesty; excellent differentiated products or services; and adaptability and flexibility. Dynamic capabilities are defined generally as the ability of the firm to reconfigure its resources in changing times and thus allow the organization to adapt and evolve. Specific dynamic capabilities include team and product development processes; customer retention; leadership; organizational culture; redeployment of assets; strategic thinking; and knowledge management. Hard and soft business success measures are profitability, growth, improved teamwork, customer and employee satisfaction, and quality. There is very little literature reporting empirical testing of the relationship between resources, capabilities, and success. Thus the authors discuss the findings of the few studies that have done so, and they deduce from them that the relationship between capabilities and success is a complex one. This is because a common thread across all the studies is that many capabilities are linked to many success measures in a complicated matrix of statistically significant relationships. This suggests that in order for organizations to score highly on both financial and non-financial success measures, they need to deploy the many capabilities discussed in this chapter.

scholarly journals IMPACT OF DYNAMIC CAPABILITIES ON SMALL AND MEDIUM ENTERPRISES PERFORMANCE IN A VOLATILE ENVIRONMENT AS MODERATED BY ORGANIZATIONAL INERTIA

2020 ◽  
Vol 12 (1) ◽  
Author(s):  
Prasheenaa Jeyaranjan ◽  
Thavakumar D
Keyword(s):  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Small And Medium Enterprises ◽  
Competitive Advantages ◽  
Significant Relationships ◽  
Organizational Inertia ◽  
And Performance ◽  
Medium Enterprises ◽  
The Relationship

In Sri Lanka especially in Batticaloa, the studies related to dynamic capabilities, organizational inertia and organizational performance are rare and there is need to fill this empirical gap by investigating the influence of the dynamic capabilities of small and medium enterprises (SMEs) on organizational performance, and the interaction between dynamic capabilities and organizational inertia in a volatile environment. Therefore, this study has been undertaken to examine the relationship among these three variables and to assess the moderating role of organizational inertia in relationship between dynamic capabilities and organizational performance. The findings indicated that the variables have significant relationships among them and further findings of this study revealed that organizational inertia negatively moderates the relationship between dynamic capabilities and organizational performance of SMEs in Manmunai North Divisional Secretariat in Batticaloa District. By addressing the findings of this study SME owners could try to reduce the inertia in their business by which the relationship between dynamic capabilities and performance can be induced and this lead the businesses in achieving competitive advantages.

The structural relationship between TQM, employee satisfaction and hotel performance

2017 ◽  
Vol 29 (4) ◽  
pp. 1256-1278 ◽  
Author(s):  
Muslim Amin ◽  
Abdullah Mohamed Aldakhil ◽  
Chengzhong Wu ◽  
Sajad Rezaei ◽  
Cihan Cobanoglu
Keyword(s):  
Employee Satisfaction ◽  
Sampling Technique ◽  
Hospitality Management ◽  
Substantial Contribution ◽  
Total Quality ◽  
Content Type ◽  
Significant Relationships ◽  
Hotel Performance ◽  
Structural Relationships ◽  
The Relationship

Purpose The purpose of this paper is to investigate the structural relationships between total quality management (TQM) and employee satisfaction and hotel performance. Design/methodology/approach A judgmental sampling technique was employed in this study. A total of 25 (four- and five-star) hotels were selected in four cities in Malaysia. A total of 625 questionnaires were distributed randomly to both employees and managers. Findings The results of this study showed that seven TQM constructs have significant relationships with employee satisfaction and hotel performance. Leadership and customer focus play significant roles in enhancing employee satisfaction and hotel performance. Practical implications Employees who are highly satisfied with their jobs will be willing to support their coworkers. They will be loyal to their jobs and enhance hotel performance. Hoteliers must provide a friendly working atmosphere, as well as a blueprint and strategic map, to increase employee satisfaction and improve hotel performance. Originality/value This research study provides a substantial contribution to the hospitality management literature by explaining how TQM practices can be used as a predictor of employee satisfaction and consequently improve hotel performance. A better understanding of these relationships will help hoteliers in developing their marketing strategies to maintain the relationship with hotel customers.

Business leaders’ views on the importance of strategic and dynamic capabilities for successful financial and non-financial business performance

2015 ◽  
Vol 64 (7) ◽  
pp. 908-931 ◽  
Author(s):  
Alan Simon ◽  
Chloe Bartle ◽  
Gary Stockport ◽  
Brett Smith ◽  
Jane E. Klobas ◽  
...  
Keyword(s):  
Business Performance ◽  
Dynamic Capabilities ◽  
Business Success ◽  
Organisational Performance ◽  
Content Type ◽  
Financial Measures ◽  
Big Picture ◽  
Strategic Capabilities ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to report on research that identifies the relationships that senior managers believe exist between capabilities and business success. In doing so, it addresses the need for more empirical research about the role of strategic and dynamic capabilities in organisational performance. It also highlights the critical strategic and dynamic capabilities that are most valuable for practising managers. Design/methodology/approach – A multi-method study was conducted. Eight types of strategic capability and ten types of dynamic capability commonly found in organisations were identified through consecutive literature review, web site content analysis and interviews with senior executives. A questionnaire survey was then used to ask senior officers of publicly listed Australian firms about the importance of each capability and financial and non-financial performance indicators. The relationship between capabilities and performance was measured by regression modelling. Findings – Good leadership with an innovative vision and selection and retention of good staff and developing their skills and capabilities were the stand out strategic capabilities. Strategic thinking about the big picture and the long-term and flexible leaders who can lead and manage adaptation to change were considered to be the most important dynamic capabilities. Strategic capabilities were more often associated with indicators of financial success, and dynamic capabilities were more often associated with non-financial measures of organisational performance. Originality/value – This is the first study to make a distinction between strategic and dynamic capabilities in examining the relationship between capabilities and business success. The results demonstrate that the distinction has both theoretical and practical value.

Resource and dynamic capabilities in business excellence models to enhance competitiveness

2016 ◽  
Vol 28 (6) ◽  
pp. 847-868 ◽  
Author(s):  
Laura Zapata-Cantu ◽  
Jose Humberto Cantu Delgado ◽  
Fernando R. Gonzalez
Keyword(s):  
Systematic Review ◽  
Content Analysis ◽  
Dynamic Capabilities ◽  
Environmental Changes ◽  
Strategic Plan ◽  
Visionary Leadership ◽  
Content Type ◽  
Business Excellence ◽  
National Quality ◽  
Resources And Capabilities

Purpose The purpose of this paper is to identify those resources and capabilities that enable national award-winning organizations to generate value to their stakeholders and provide evidence to institutions holding business excellence model (BEM)-based programs of how dynamic capabilities theory can enhance excellence models. Design/methodology/approach Qualitative research based on systematic review and content analysis. Findings Empirical evidence supports that BEMs should consider the resource-based view and dynamic capabilities perspective as a basis for their continuous improvement. These theoretical perspectives consider resources and capabilities for the successful execution of the strategic plan and for a faster response to environmental changes through dynamic capabilities. Research limitations/implications The study is based on a systematic review and content analysis of evidence submitted by three national quality awards from Europe, Singapore and Mexico. This research should be extended to other national quality award companies, and their customers’ and suppliers’ insights should be considered. Practical implications Regardless of corporate sector, organizations must recognize that visionary leadership is vital to their management models; a strategic plan and competent staff to execute the model are also of great importance. In addition, institutions holding BEM-based programs should evaluate incorporating dimensions related to dynamic capabilities and emphasize those strongly related to national culture. Originality/value Few studies in the BEMs literature have conducted resources and capabilities analysis from a multi-country perspective.

scholarly journals The Influence of Corporate Social Responsibility on Competitive Advantage with Multiple Mediations from Social Capital and Dynamic Capabilities

2019 ◽  
Vol 11 (1) ◽  
pp. 218 ◽  
Author(s):  
Zhonghua Zhao ◽  
Fanchen Meng ◽  
Yin He ◽  
Zhouyang Gu
Keyword(s):  
Social Capital ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Dynamic Environment ◽  
Learning Capability ◽  
Resources And Capabilities ◽  
Corporate Social ◽  
The Relationship

The correlation between corporate social responsibility (CSR) and competitive advantage (CA) has been studied for decades; however, a consistent conclusion has still not been reached. This may be due to the lack of discussion about the variables that affect the relationship between them. We extended the examination of the relationship between CSR and CA through largely ignored perspectives of organization resources and capabilities. Drawing on the multiple mediations of social capital (SC) and dynamic capabilities (DCs), we generated propositions concerning the relationship of CSR with CA. Based on 112 enterprises in China, the data from 269 surveys were used to test our theoretical model. The results showed that CSR can positively affect CA directly and indirectly with mediations of structure and relational dimensions of CA. The results also showed that, in the dynamic environment, CSR indirectly created CA by enhancing DCs, such as resource integration capability and organizing learning capability, but not by innovation and transformation capability. From these results, the paper concluded that with a proper combination of external social measures, internal competitive resources and capabilities, enterprises can realize the creation of a shared value of economy and society, which in turn will become the sustainable power with which enterprises can gain CA.

scholarly journals Service Profit Chain in the Technical Assistance Environment: an Exploratory Study

2010 ◽  
Vol 3 (2) ◽  
pp. 1
Author(s):  
Frederico Barbosa ◽  
Rodrigo Leone ◽  
Tereza De Souza ◽  
Kleber Cavalcanti Nóbrega
Keyword(s):  
Exploratory Study ◽  
Employee Satisfaction ◽  
Client Satisfaction ◽  
Technical Assistance ◽  
Retention Rate ◽  
Business Environment ◽  
Business Success ◽  
Client Retention ◽  
The Relationship ◽  
Service Profit Chain

One of the strongest relationships among the elements of Heskett, Sasser and Schlesinger's service profit chain is verified between employee satisfaction and client's satisfaction. This paper reports the results of an exploratory study on the Brazilian operation of a world-wide leader of elevator technical assistance, in which the relationship between these two elements and their influence on the client retention rate was evaluated. The research data were treated with statistical discriminant and cluster analysis. The findings identified the relationship between employee and client satisfaction in 25 of the 27 business units studied. On the other hand, the factor that largely influences the client retention rate in this business environment is client satisfaction, while employee satisfaction is almost null. The results have important academic and managerial implications, given the limited amount of studies in this area and drive actions for the business success.

The impact of cultural factors on attachment dynamics: a view from Irish society

2019 ◽  
Vol 13 (2) ◽  
pp. 207-223
Author(s):  
Michael O’Toole
Keyword(s):  
Significant Role ◽  
Emotional Development ◽  
Cultural Factors ◽  
Seamus Heaney ◽  
Irish Society ◽  
Irish Context ◽  
Key Points ◽  
The Many ◽  
The Impact ◽  
The Relationship

In this article I examine aspects of the relationship between mothers and sons from an attachment perspective in an Irish context. Through the works of Irish writers such as Seamus Heaney, John McGahern, and Colm Tóibín, I focus on particular aspects of this relationship, which fails to support the developmental processes of separation and individuation in the many men who come to me for psychotherapy. I illustrate key points concerning this attachment dynamic through the use of clinical examples of my work with two men from my practice. While acknowledging that many other cultural factors play a significant role in the emotional development of children, integrating the work of our poets, novelists, and scholars with an attachment perspective

John Cranko's Antigone (1959): A Ballet Lost and Found

2015 ◽  
Vol 33 (1) ◽  
pp. 1-15
Author(s):  
Henrietta Bannerman
Keyword(s):  
World War Ii ◽  
Jean Racine ◽  
World War ◽  
Martha Graham ◽  
Detailed Consideration ◽  
Lost And Found ◽  
The Many ◽  
Tragic Drama ◽  
The Relationship

John Cranko's dramatic and theatrically powerful Antigone (1959) disappeared from the ballet repertory in 1966 and this essay calls for a reappraisal and restaging of the work for 21st century audiences. Created in a post-World War II environment, and in the wake of appearances in London by the Martha Graham Company and Jerome Robbins’ Ballets USA, I point to American influences in Cranko's choreography. However, the discussion of the Greek-themed Antigone involves detailed consideration of the relationship between the ballet and the ancient dramas which inspired it, especially as the programme notes accompanying performances emphasised its Sophoclean source but failed to recognise that Cranko mainly based his ballet on an early play by Jean Racine. As Antigone derives from tragic drama, the essay investigates catharsis, one of the many principles that Aristotle delineated in the Poetics. This well-known effect is produced by Greek tragedies but the critics of the era complained about its lack in Cranko's ballet – views which I challenge. There is also an investigation of the role of Antigone, both in the play and in the ballet, and since Cranko created the role for Svetlana Beriosova, I reflect on memories of Beriosova's interpretation supported by more recent viewings of Edmée Wood's 1959 film.

Linking ‘Halal’ Friendly Hotel Attributes and Customer Satisfaction:The Islamic Tourism Sector

2016 ◽  
Vol 4 (4) ◽  
pp. 43
Author(s):  
Lennora Putit ◽  
Mazzini Muda ◽  
Ainul Nadzirah Mahmood ◽  
Nor Zafirah Ahmad Taufek ◽  
Norhayati Wahib
Keyword(s):  
Customer Satisfaction ◽  
Dress Code ◽  
Significant Relationships ◽  
Tourism Sector ◽  
Managerial Implications ◽  
Halal Food ◽  
Increasing Demand ◽  
Islamic Dress ◽  
The Relationship ◽  
Survey Questionnaires

An increasing demand for Islamic tourism has driven the concept of a ‘Halal’ (or permissible) friendly hotel into another level of business insight within the consumers’ travel market. The concept via its unique value proposition has rapidly become very attractive not only to Muslim tourists, but also to non-Muslim tourists globally. This study aims to examine the relationship linking ‘Halal’ friendly hotel attributes and customer satisfaction. Using purposive sampling, a total of 410 survey questionnaires were distributed to targeted respondents with only 323 usable feedbacks and used for data analysis. Regression results revealed that four main “Halal-friendly hotel” attributes have significant relationships with customer satisfaction. These include prayer facilities, Halal food, Islamic dress code and general Islamic morality. Of these four attributes, prayer facilities proved to have the most significant impact on customer satisfaction. Findings and managerial implications were further discussed in this article.

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