scholarly journals The Development of Absorptive Capacity-Based Innovation in a Construction SME

2010 ◽  
Vol 11 (3) ◽  
pp. 231-244 ◽  
Author(s):  
Rodney McAdam ◽  
Kristel Miller ◽  
Nora McMacken ◽  
John Davies
Keyword(s):  
Performance Management ◽  
Absorptive Capacity ◽  
Intellectual Capital ◽  
Management Approach ◽  
Construction Sector ◽  
Innovation Capability ◽  
Organizational Setting ◽  
Scarce Resources ◽  
And Performance ◽  
Design Bid Build

Traditionally, construction has been a transaction-oriented industry. However, it is changing from the design–bid–build process into a business based on innovation capability and performance management, in which contracts are awarded on the basis of factors such as knowledge, intellectual capital and skills. This change presents a challenge to construction-sector SMEs with scarce resources, which must find ways to innovate based on those attributes to ensure their future competitiveness. This paper explores how dynamic capability, using an absorptive capacity framework in response to these challenges, has been developed in a construction-based SME. The paper also contributes to the literature on absorptive capacity and innovation by showing how the construct can be operationalized within an organization. The company studied formed a Knowledge Transfer Partnership using action research over a two-year period with a local university. The aim was to increase its absorptive capacity and hence its ability to meet the changing market challenges. The findings show that absorptive capacity can be operationalized into a change management approach for improving capability-based competitiveness. Moreover, it is important for absorptive capacity constructs and language to be contextualized within a given organizational setting (as in the case of the construction-based SME in the present study).

INNOVATION CAPABILITY, ABSORPTIVE CAPACITY AND SMES PERFORMANCE IN PAKISTAN: THE MODERATING EFFECT OF BUSINESS STRATEGY

2018 ◽  
Vol 13 (Number 2) ◽  
pp. 1-11
Author(s):  
Muhammad Zulqarnain Arshad ◽  
Darwina Arshad
Keyword(s):  
Economic Growth ◽  
Absorptive Capacity ◽  
Business Strategy ◽  
Innovation Capability ◽  
Research Directions ◽  
Conceptual Paper ◽  
And Performance ◽  
New Research ◽  
The Relationship ◽  
Crucial Part

The small and medium-sized enterprises (SMEs) play a crucial part in county’s economic growth and a key contributor in country’s GDP. In Pakistan SMEs hold about 90 percent of the total businesses. The performance of SMEs depends upon many factors. The main aim for the research is to examine the relationship between Innovation Capability, Absorptive Capacity and Performance of SMEs in Pakistan. This conceptual paper also extends to the vague revelation on Business Strategy in which act as a moderator between Innovation Capability, Absorptive Capacity and SMEs Performance. Conclusively, this study proposes a new research directions and hypotheses development to examine the relationship among the variables in Pakistan’s SMEs context.

scholarly journals Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges

2019 ◽  
Vol 7 (2) ◽  
pp. 281-301
Author(s):  
Yusuf Hadijaya ◽  
Inom Nasution ◽  
Suhairi Suhairi
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Management Approach ◽  
Balanced Score Card ◽  
Score Card ◽  
Religious Colleges ◽  
And Performance ◽  
The Balanced Score Card

Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

SURVEY THE EFFECTS OF INTELLECTUAL CAPITAL AND ABSORPTIVE CAPACITY ON INNOVATION CAPABILITY (CASE STUDY OF SAIPA COMPANY IN TEHRAN)

2017 ◽  
Vol 21 (03) ◽  
pp. 1750029 ◽  
Author(s):  
AMIR HOOSHANG NAZARPOORI
Keyword(s):  
Social Capital ◽  
Absorptive Capacity ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Middle Managers ◽  
Innovation Capability ◽  
Equation Modelling ◽  
Path Coefficients ◽  
Data Collection Instrument

The purpose of this research is to describe the effects of intellectual capital (IC) and Absorptive Capacity (ACAP) on Innovation capability (INC). Through a comprehensive literature review constructs were developed. Structural equation modelling (SEM) used to test research hypotheses based on a sample of 160 top and middle managers of SAIPA Company in Tehran. The data collection instrument of this research was standard questionnaire. The reliability of this questionnaire was proved by Cronbach’s [Formula: see text]. The results showed that IC have a significant effect on ACAP and innovation capability. Path coefficients of human capital (HC) and potential ACAP (0.40) showed that HC have a biggest impact on potential ACAP than organisational capital (OC) and social capital. Also path coefficients of OC and actualised ACAP (0.30) showed that OC have a biggest impact on actualised ACAP than HC and social capital. Finally, loading of product innovation (PR INV) was 0.50 and it showed that PR INV is the best variable and measurement for describing INC in SAIPA Company.

scholarly journals Pengaruh Kinerja Sumber Daya Manusia, Kinerja Manajemen, dan Kinerja Permodalan Terhadap Return On Asset (Studi Kasus Pada Bank Umum Syariah 2011-2015)

2017 ◽  
Vol 4 (7) ◽  
pp. 560
Author(s):  
Yeni Nor Fitriani ◽  
Dina Fitrisia Septiarini
Keyword(s):  
Performance Management ◽  
Intellectual Capital ◽  
Sampling Technique ◽  
Capital Adequacy ◽  
Panel Data Regression ◽  
Analysis Technique ◽  
Data Regression ◽  
Return On Capital ◽  
And Performance

The purpose of this study is to determine the effect of human resources, performance management, and performance of return on capital asset towards ROA. This study uses quantitative approach and the sampling technique used is purposive sampling. The samples used in this study are 10 BUSes. The analysis technique used is panel data regression. The results show that partially intellectual capital with iB-VAIC and the level of capital adequacy significantly affect the ROA, while the quality of GCG does not significantly affect ROA. Simultaneous research results show that intellectual capital with iB-VAIC, quality of GCG implementation and the level of capital adequacy significantly affect ROA. Therefore, the management of intellectual capital or resource management with a good knowledge and quality management of GCG supported by sufficient capital to support the operations of the company will be able to increase the ROA of sharia banks.

scholarly journals Sound, participatory monitoring and reporting for effective implementation of the results-based management approach

2017 ◽  
Vol 5 (1) ◽  
Author(s):  
Rudo G. Gwata
Keyword(s):  
Performance Management ◽  
The Body ◽  
Management Approach ◽  
Participatory Monitoring ◽  
Success Stories ◽  
Economic Development Policy ◽  
Body Of Knowledge ◽  
The Government ◽  
And Performance ◽  
The Impact

The results-based management (RBM) approach has been widely adopted across the globe in efforts, by governments and development organisations, to improve livelihoods through the achievement of sustainable development results. The Government of Zimbabwe adopted the approach in 2005 and subsequently formulated brilliant economic development policy documents and programmes. Progress towards attainment of the related goals appeared to be rather limited as was the case in most nations although, according to the literature, success with the approach has been recorded in several nations. Such success is mostly attributed to the design and execution of effective monitoring and reporting processes. This study sought to identify trends, strengths and shortcomings in performance measurement processes relating to the implementation of projects and programmes in Zimbabwe and other nations that had recorded success stories with the approach. In addition, it sought to contribute to the body of knowledge on RBM and performance management through the identification of strategies for improving performance and ultimately impact of the related initiatives. The findings showed the essence of a sound, participatory results-based monitoring and reporting function, found to be lacking in Zimbabwe, in enhancing the achievement of development results. It, therefore, concluded that the function, if effectively implemented, can significantly enhance the delivery of development results and consequently the impact of related programmes. Recommendations for improvement as well as further research to help address limitations of this study were provided.

A Holistic Performance Management Approach in Business Networks

2019 ◽  
Vol 957 ◽  
pp. 231-238
Author(s):  
Markus Moritz ◽  
Daniel Silviu Manolache ◽  
Marian Gheorghe
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Network Performance ◽  
Process Management ◽  
Management Approach ◽  
Business Networks ◽  
Performance Improvements ◽  
Demand Structure ◽  
Cooperation Incentives ◽  
And Performance

Companies want to achieve a sustainable financial success through process and performance improvements. Increasing the company’s performance is a good way for sustainable success. Typically, the success is measured by process output metrics. This output mirrors the performance of a company’s processes in the end. It is obvious that for being able to cope with complex business network structures in a derivative supply-demand-structure as well as collaboration cooperation incentives, performance needs to be managed across the whole network to strengthen the own network centrality. The present paper contributes to the development of a new holistic Performance Management in business networks. Thus, a Network Performance Wheel - for a more network oriented approach, and a Process Management Balanced Scorecard - to close the gap between internal and external impacts, are introduced. Also, a PM-VICTORY model is launched for implementing the whole network directed Performance Management.

scholarly journals The Influence of Leadership in Implementing Management Systems

2014 ◽  
Vol 65 (1) ◽  
pp. 69-72
Author(s):  
Ilie Nae ◽  
Gheorghe Solomon ◽  
Irina Severin
Keyword(s):  
Performance Management ◽  
Management System ◽  
Planning Process ◽  
Organizational Level ◽  
Management Systems ◽  
Management Approach ◽  
Strategic Planning Process ◽  
New Perspective ◽  
And Performance ◽  
Implementation Leadership

Abstract This paper presents a new perspective of the implementation of Management Systems within organizations in order to increase the success rate. The objective is to analyse how the leadership could influence positively or negatively the implementation, according to the leadership approach chosen. It offers a method to analyse the maturity of the leadership for any organization, based on existing leadership models, completing these models with specificities of a Management System. The Maturity Grid is extended to key elements of the Organizational Leadership: Strategic Planning, Process and Performance. The results expected are to change the current understanding of leadership during a Management System implementation(leadership seen as a principle) to an active leadership, implemented at organizational level. It propose an alternative of the classic management approach, to a Performance Management approach, that integrates naturally the leadership in all processes and methods

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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