The Business Value of E-Collaboration

2010 ◽  
pp. 144-154 ◽  
Author(s):  
Lior Fink
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Business Value ◽  
Organizational Level ◽  
Resource Based View ◽  
Collaborative Technologies ◽  
Knowledge Based ◽  
Collaborative Processes ◽  
The Individual

This article presents a conceptual framework of the business value of e-collaboration. In the past decade, firms have increasingly implemented collaborative technologies to support business activities, and investments in collaborative technologies have taken an increasing share of firms’ e-business investments. Presumably, such investments have been motivated by the notion that the implementation of collaborative technologies has business value. While research has repeatedly demonstrated the individual- and group-level impacts of collaborative technologies, it has rarely addressed their impacts at the organizational level and demonstrated their business value. In this article, I draw on three strategic management frameworks – the resource-based view of the firm, the knowledge-based view of the firm, and the dynamic capabilities perspective – to describe how specialized knowledge assets can be integrated through collaborative processes to create and sustain a competitive advantage. I then use this conceptualization as a platform for defining the organizational roles of collaborative technologies and the potential impact of each role on organizational performance. The main objective of this article is to provide a conceptual framework for researchers and practitioners who are interested in investigating and understanding the organizational impacts of collaborative technologies.

The Business Value of E-Collaboration

2011 ◽  
pp. 28-38
Author(s):  
Lior Fink
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Business Value ◽  
Organizational Level ◽  
Resource Based View ◽  
Collaborative Technologies ◽  
Knowledge Based ◽  
Collaborative Processes ◽  
The Individual

This article presents a conceptual framework of the business value of e-collaboration. In the past decade, firms have increasingly implemented collaborative technologies to support business activities, and investments in collaborative technologies have taken an increasing share of firms’ e-business investments. Presumably, such investments have been motivated by the notion that the implementation of collaborative technologies has business value. While research has repeatedly demonstrated the individual- and group-level impacts of collaborative technologies, it has rarely addressed their impacts at the organizational level and demonstrated their business value. In this article, I draw on three strategic management frameworks – the resource-based view of the firm, the knowledge-based view of the firm, and the dynamic capabilities perspective – to describe how specialized knowledge assets can be integrated through collaborative processes to create and sustain a competitive advantage. I then use this conceptualization as a platform for defining the organizational roles of collaborative technologies and the potential impact of each role on organizational performance. The main objective of this article is to provide a conceptual framework for researchers and practitioners who are interested in investigating and understanding the organizational impacts of collaborative technologies.

scholarly journals Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research

2020 ◽  
Vol 4 (2) ◽  
pp. e281
Author(s):  
Lucía Muñoz-Pascual ◽  
Jesús Galende
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Organisational Performance ◽  
Resource Based View ◽  
Knowledge Based

This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

scholarly journals The Effect of Training and Informational Technology Management on Organizational Performance of Sharjah Police

2018 ◽  
Vol 10 (3) ◽  
pp. 31
Author(s):  
Abdulla Awadh Abdulla Abdulhabib ◽  
Hassan Al-Dhaafri
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Theoretical Foundation ◽  
It Management ◽  
Police Departments ◽  
Successful Performance ◽  
Resource Based View ◽  
Knowledge Based ◽  
Informational Technology ◽  
The Right

The main purpose of this study is to investigate the effects of Training and Information Technology (IT) Management on Organizational Performance. Based on a theoretical foundation and a wide review of the literature, the model of the research was proposed.  To achieve the research purpose, this study has integrated different theories such as Resource Based View of the Firm (RBV), Knowledge Based View (KBV) in order to analyze the effect of Training and IT Management on Organizational Performance. 341 Questionnaires were distributed among random selected sample of Sharjah Police departments in Sharjah city in Emirates. 245 questionnaires were returned and used in the analysis using the SPSS system. The results of this study demonstrate that including Information Technology (IT) Management has positive and significant effect on Organizational Performance in Sharjah Police. This study reflects the importance of the right implementation to the Training and IT Management to have successful performance. This study also supported the premises of the resource-based view theory by reaffirming the importance of the including Training and IT Management to enhance organizational performance.

The individual and organizational level effects of TQM practices on job satisfaction

2017 ◽  
Vol 38 (2) ◽  
pp. 215-225 ◽  
Author(s):  
Daniel I. Prajogo ◽  
Brian Cooper
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Attitudes ◽  
Organizational Level ◽  
Total Quality ◽  
Content Type ◽  
Multi Level ◽  
The Individual ◽  
A Company

Purpose The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

Exploring the relationships between the learning organization and organizational performance

2015 ◽  
Vol 38 (2) ◽  
pp. 126-148 ◽  
Author(s):  
Mohan P. Pokharel ◽  
Sang Ok Choi
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Learning Organization ◽  
Positive Impact ◽  
Mediating Effect ◽  
Organizational Level ◽  
Individual Group ◽  
Content Type ◽  
Public Sector Organizations ◽  
The Individual

Purpose The purpose of this research is to evaluate the Dimensions Of Learning Organization Questionnaire (DLOQ) framework from the perspective of public sector organizations. We have used performance indicator data after organizational learning inspired intervention in a semi-autonomous network of public sector organizations. Design/methodology/approach This study used original administrative data to track the learning progress, as measured by a ratio of access to funding sources. The study also collected survey data using tailored DLOQ instruments and then determined the efficacy of DLOQ framework for public sector organizations. Several data analysis techniques were used to specify a final set for the learning organization instrument with construct validity and instrument reliability. Confirmatory factor analysis was selected to test the construct validity for the measurement of the dimensions of the learning organization and to verify the adequacy of the item to factor associations and the number of dimensions underlying the construct. Findings We found evidence that confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study extends the Watkins and Marsick’s (1993, 1996) learning–organization framework that helped to produce case-specific outcomes such as the extent of error reduction. This framework provides a useful structure for other researchers to study learning dimensions and their relationships with other organizational performance variables. The results also show evidence of internal consistency and the construct reliability of the dimensions of the learning organization. Research limitations/implications Care should be taken in generalizing the structural equation model identified in this study. Because of the multidimensional and complex nature of the learning organization, the research setting for this study might be only one of the possible settings that specify the relationships among different levels of the learning organization and performance outcomes. There are rather complicated interactions among these dimensions and in each attribute of a learning organization. Originality/value This study theoretically confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study also methodologically shows evidence of internal consistency and the construct reliability of the learning organization measures along with significant efficiency gain in theory.

The Resource-Based View of the Firm

2019 ◽  
Author(s):  
Douglas Miller
Keyword(s):  
Business Strategy ◽  
Dynamic Capabilities ◽  
Corporate Strategy ◽  
Chicago School ◽  
Organizational Economics ◽  
Resource Based View ◽  
Knowledge Based ◽  
Sustained Competitive Advantage ◽  
Industry Competition ◽  
Isolating Mechanisms

The Resource-Based View of the firm (RBV) is a set of related theories sharing the assumptions of resource heterogeneity and resource immobility across firms. In this view, a firm is a bundle of resources, capabilities, or routines which create value and cannot be easily imitated or appropriated by competitors due to isolating mechanisms. Grounded in the economic traditions of the “Chicago School” of economic efficiency, the “Austrian School” of economics, and organizational economics, the RBV comprises theories that explain the existence of (sustained) competitive advantage and of economic rents. Empirical research from this perspective addresses both firm performance and firm behavior at the level of business strategy (e.g., within-industry competition) and corporate strategy (e.g., acquisitions). Initially developed through a series of papers by several authors in the 1980s–1990s, major extensions and refinements of the RBV include the knowledge-based view of the firm (KBV), dynamic capabilities, and the relational view, which recognizes capabilities can be developed and shared through alliances between firms.

Tracing the economics behind dynamic capabilities theory

2020 ◽  
Vol 12 (2) ◽  
pp. 187-201
Author(s):  
Madhavi Kapoor ◽  
Vijita Aggarwal
Keyword(s):  
Dynamic Capabilities ◽  
Economic Systems ◽  
Recent Criticism ◽  
Innovation Capability ◽  
Research Model ◽  
Resource Based View ◽  
Content Type ◽  
Research Framework ◽  
Knowledge Based ◽  
Capabilities Theory

Purpose The purpose of this paper is to trace the evolution of dynamic capabilities theory in the primal theories of economics and strategic management. Then a comprehensive research framework is proposed to grapple with the dynamics of the contemporary global markets, incorporating the quintessential elements of the theory, i.e. absorptive capability, innovation capability and adoptive capability. Design/methodology/approach The paper is conceptual in nature. It tries to review various economic systems of the world since 1770s till the present era. It also evaluates various theories of international business against dynamic capabilities theory and thus proposes various propositions for future empirical testing. Findings The study has delineated various theories tracing in them the roots of dynamic capabilities. Capitalism, communism and socialism is explained to reach the present state of world economy. Various theories such as the theory of creative destruction, transaction-cost approach, resource-based view and knowledge-based view of the firm have been elaborated to identify their features and shortcomings. Finally, the contemporary theory of dynamic capabilities has been elucidated to integrate the shortcomings of the previous theories. A research framework has also been proposed to overcome the recent criticism of the dynamic capabilities theory of having under-specified constructs. Originality/value Very few studies have elaborated various economic systems and theories to trace the evolution of dynamic capabilities theory. Thus, this study is original in nature and the proposed research model is also novel which induces further empirical evidence as proposed by the authors.

Theory of the Firm and Strategic Management

2013 ◽  
pp. 131-146 ◽  
Author(s):  
M. Storchevoy
Keyword(s):  
Economic Theory ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Theory Of The Firm ◽  
Capabilities Approach ◽  
Positioning Theory ◽  
Resource Based View ◽  
Knowledge Based ◽  
Management Literature

M. Storchevoy. Theory of the Firm and Strategic Management The paper considers the approaches to the theory of the firm developed by strategic management scholars: positioning theory, resource-based view, dynamic capabilities approach, knowledge-based view, strategic theory of the firm, as well as open innovations theory. The author shows how the ideas of these scholars correspond to the economic theory of the firm and demonstrates that there is little ground for existence of an autonomous “strategic theory of the firm”, but some concepts from strategic management literature may expand and enrich the economic theory of the firm.

How Business Intelligence Creates Value

2013 ◽  
Vol 4 (3) ◽  
pp. 16-31 ◽  
Author(s):  
Nir Yogev ◽  
Adir Even ◽  
Lior Fink
Keyword(s):  
Organizational Performance ◽  
Business Intelligence ◽  
Structural Equation ◽  
Business Processes ◽  
Business Value ◽  
Equation Modeling ◽  
Unique Contribution ◽  
Resource Based View ◽  
Value Contribution ◽  
The Impact

This study examines the business value associated with business intelligence (BI) systems, based on the premise that business value is largely contingent on system type and its unique contribution. The study adopts a process-oriented approach to evaluating the value contribution of BI, arguing that it stems from improvements in business processes. The study develops and tests a research model that explains the unique mechanisms through which BI creates business value. The model draws on the resource-based view to identify key assets and capabilities that determine the impact of BI on business processes and, consequently, on organizational performance. Analysis of data collected from 159 managers and IT/BI experts, using structural equation modeling (SEM) techniques, shows that BI largely contributes to business value by improving both operational and strategic business processes.

Positive emotions boost employee engagement

2014 ◽  
Vol 22 (1) ◽  
pp. 34-37 ◽  
Author(s):  
Suzanne Hazelton
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Positive Emotions ◽  
Negative Emotion ◽  
Well Being ◽  
Organizational Level ◽  
Content Type ◽  
The Individual ◽  
Positive Memories ◽  
Mental Well Being

Purpose – Highlights the power of positive emotions in helping to build individual and organizational success. Design/methodology/approach – Explores the meaning of positive emotions, how they can be promoted at individual and organizational level and the benefits they can bring to the individual and organization. Findings – Advances the view that positive emotions can benefit physical health, mental well-being and the ability to flourish, creativity, resilience, the mood of others, positive memories and relationships. Practical implications – Argues that the positive emotions of the workforce can improve the organizational culture and improve organizational performance. Social implications – Demonstrates that around three positive emotions are needed to balance out each negative emotion and shows that positive emotions can be stimulated through having new experiences and through acts of kindness and gratitude. Originality/value – Extends psychological thinking on positive emotions to the workforce and workplace.

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