Organizational Performance and External and Internal Capabilities

2011 ◽  
pp. 2047-2056
Author(s):  
HY Sonya Hsu ◽  
Peter P. Mykytyn Jr.

Today’s economy is characterized by a rapid rate of change, globalization, and knowledge-intensive products. This makes knowledge management (KM) vital to organizations. The resource-based view of the firm postulates that a firm’s profitability is not only a function of its market and competitive position but also a function of its internal capabilities and know-how in combining its resources to deliver products and services and to enhance organizational performance (Alavi, 2000).


Author(s):  
H Hsu

Today’s economy is characterized by a rapid rate of change, globalization, and knowledge-intensive products. This makes knowledge management (KM) vital to organizations. The resource-based view of the firm postulates that a firm’s profitability is not only a function of its market and competitive position but also a function of its internal capabilities and know-how in combining its resources to deliver products and services and to enhance organizational performance (Alavi, 2000).


Author(s):  
H Hsu

Today’s economy is characterized by a rapid rate of change, globalization, and knowledge-intensive products. This makes knowledge management (KM) vital to organizations. The resource-based view of the firm postulates that a firm’s profitability is not only a function of its market and competitive position but also a function of its internal capabilities and know-how in combining its resources to deliver products and services and to enhance organizational performance (Alavi, 2000).


2021 ◽  
Vol 6 (2) ◽  
pp. p28
Author(s):  
Dhameeth, G.S. ◽  
Diasz, L.

Organizational leaders use many management tools when planning and controlling. One of the most widely used is the Balanced Scorecard (BSC) metrics. Based on a literature review method used, this paper explored the dynamics that influence organizations to overlook the inputs of managerial accountants when using BSC when measuring organizational performance. We found that a misfit between the strategy of the firm and the firm’s internal capabilities and skills and the inability of the financial perspective to predict and improve financial performance to be predominant factors to overlook the inputs of managerial accountants when using BSC.


2017 ◽  
Vol 76 (3) ◽  
pp. 107-116 ◽  
Author(s):  
Klea Faniko ◽  
Till Burckhardt ◽  
Oriane Sarrasin ◽  
Fabio Lorenzi-Cioldi ◽  
Siri Øyslebø Sørensen ◽  
...  

Abstract. Two studies carried out among Albanian public-sector employees examined the impact of different types of affirmative action policies (AAPs) on (counter)stereotypical perceptions of women in decision-making positions. Study 1 (N = 178) revealed that participants – especially women – perceived women in decision-making positions as more masculine (i.e., agentic) than feminine (i.e., communal). Study 2 (N = 239) showed that different types of AA had different effects on the attribution of gender stereotypes to AAP beneficiaries: Women benefiting from a quota policy were perceived as being more communal than agentic, while those benefiting from weak preferential treatment were perceived as being more agentic than communal. Furthermore, we examined how the belief that AAPs threaten men’s access to decision-making positions influenced the attribution of these traits to AAP beneficiaries. The results showed that men who reported high levels of perceived threat, as compared to men who reported low levels of perceived threat, attributed more communal than agentic traits to the beneficiaries of quotas. These findings suggest that AAPs may have created a backlash against its beneficiaries by emphasizing gender-stereotypical or counterstereotypical traits. Thus, the framing of AAPs, for instance, as a matter of enhancing organizational performance, in the process of policy making and implementation, may be a crucial tool to countering potential backlash.


2007 ◽  
Author(s):  
Tammy D. Allen ◽  
Mark Alan Smith ◽  
Fred A. Mael ◽  
Patrick Gavan O'Shea

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