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The Dynamic Resource-Based View: Capability Lifecycles
Abstract
This article introduces the concept of the capability lifecycle (CLC), which articulates general patterns and paths in the evolution of organizational capabilities over time. The capability lifecycle provides a structure for a more comprehensive approach to dynamic resource-based theory. The analysis incorporates the founding, development, and maturity of capabilities in a manner that helps to explain the sources of heterogeneity in organizational capabilities. In addition, the analysis includes the "branching" of an original capability into several possible altered forms.
... Overall, stage-based models describe organizational characteristics in each development stage and changes required in practices to progress to the next stage (Greiner 1972;Miller and Friesen 1984;Romanelli and Tushman 1994;Smith 1985). The role of feedback and non-linear development have been increasingly recognized in later stage model research (Eisenhardt 1989;Helfat and Peteraf 2003). Accommodating these aspects we aim to understand how, when and why the transitions occur in the strategic innovation trajectory of cloud sourcing. ...
... Fourth, even though the dynamic capability view of the firm claims to explain the sources for competitiveness in dynamic environments (Teece 2007(Teece , 2018, it is a static theory, as we have limited understanding of the evolution of dynamic capabilities themselves (Helfat and Peteraf 2003). By combining the dynamic capability view of the firm (e.g. ...
... By combining the dynamic capability view of the firm (e.g. Teece 2007Teece , 2018 with the stage-model (e.g., Romanelli and Tushman 1994) and lifecycle stages (Helfat and Peteraf 2003), we contribute to a better understanding of the evolution of dynamic capabilities. The stage-based model presented here, stress that not all the advantages of cloud sourcing can be exploited and explored at the same time, there is a temporal pattern to this process. ...
Current research offers very limited insights on the process of how the adoption and continued use of cloud sourcing might trigger and push the development of business model innovation and affect the competitive advantage of a firm. Applying an abductive approach, with two longitudinal case studies of cloud sourcing firms, and a theoretical framework based on stage-based models of business model innovation and the dynamic capability view of the firm, we develop a model of stage-based business model innovation related to the adoption and continued use of cloud sourcing. The model identifies three business model innovation stages characterized by specific types of capabilities. In between the three stages, we identify three dynamic junctures that the firm and its managers have to overcome to progress from one stage to another. In the dynamic junctures three types of dynamic capabilities were key; sensing, seizing and transformation capabilities, to pass to the next stage. The model contributes to a better understanding of the evolution of dynamic capabilities as well as the evolution of the cloud sourcing firm and cloud-based business model innovation.
... Likewise, Teece (2007) suggested sensing, shaping and seizing opportunities and threats, and enhancing, combining, protecting, and reconfiguring the business enterprise's intangible and tangible assets as micro-foundations of dynamic capabilities. Helfat and Peteraf (2003) noted that dynamic capabilities address the questions of how to sustain advantage in a turbulent environment. Analysing the different definitions of dynamic capabilities revealed that a convergence of views on dynamic capabilities has emerged which agreed on conceptualizing dynamic capabilities as adaptive capability, absorptive capability, and innovative capability (Wang and Ahmed, 2007) with the underlying processes of integration, reconfiguration, renewal, and recreation (Ali et al., 2012). ...
... In the earlier literature dynamic capabilities have been termed tautological (Priem and Butler, 2001) and the way these affect performance remained unclear (Winter, 2003;Peteraf et al., 2013;Protogerou et al., 2005). Latterly, researchers revealed that dynamic capabilities work through modifying an organization's substantive capabilities which in turn enhanced performance (Eisenhardt and Martin, 2000;Winter, 2003;Zahra et al., 2006;Helfat and Peteraf, 2003;Peteraf et al., 2013;Leonidou et al., 2015). Similarly, Helfat and Peteraf (2003), Cepeda and Vera (2005), Zahra et al. (2006), Easterby-Smith and Prieto (2007) also revealed that the dynamic capabilities indirectly enhance performance through an impact on substantive capabilities. ...
... Latterly, researchers revealed that dynamic capabilities work through modifying an organization's substantive capabilities which in turn enhanced performance (Eisenhardt and Martin, 2000;Winter, 2003;Zahra et al., 2006;Helfat and Peteraf, 2003;Peteraf et al., 2013;Leonidou et al., 2015). Similarly, Helfat and Peteraf (2003), Cepeda and Vera (2005), Zahra et al. (2006), Easterby-Smith and Prieto (2007) also revealed that the dynamic capabilities indirectly enhance performance through an impact on substantive capabilities. Zott (2003) confirmed the mediated relation between dynamic capabilities and firm performance through simulation analysis. ...
Building on the capabilities’ hierarchy concept, a model of the effect of organizational learning on hotel performance is proposed and tested in this study. Data was collected from 240 managers in the hotel industry of United Kingdom and Pakistan via survey. The results revealed strong direct inter-relation between different level of capabilities and an indirect relation between organizational learning and performance through these capabilities. This paper makes theoretical contributions to management as well as hospitality and tourism research by generating an integrative and unifying framework for an organizational learning performance relationship, clarifying capabilities inter-relationships and empirically revealing the exact way these capabilities enhance performance. Also, it has practical implications for hotel managers’ understanding on the development and use of capabilities as a hierarchy in enhancing their hotel performance.
... Resource-based view assumes heterogeneous distribution of resource configurations among organizations (Hoopes, Madsen, & Walker, 2003;Peteraf, 1993) and postulates that durable competitive advantage may emerge from valuable, rare, imperfectly imitable, and non-substitutable resources and capabilities (Barney, 1991). Even though resource-based view does not impose a static view of the world per se, critics have pointed out its deficiency to explain how heterogeneities in resource configurations emerge (Helfat & Peteraf, 2003). ...
... In contrast, Helfat & Peteraf (2003: 1002 point out that improvements in the functioning of a capability are "not limited to learning-by-doing". To shed light on how both, operational and dynamic capabilities, evolve in organizations, Helfat & Peteraf (2003) introduce a capability lifecycle model, which captures generic patterns of capability emergence, development, and progression. ...
... In contrast, Helfat & Peteraf (2003: 1002 point out that improvements in the functioning of a capability are "not limited to learning-by-doing". To shed light on how both, operational and dynamic capabilities, evolve in organizations, Helfat & Peteraf (2003) introduce a capability lifecycle model, which captures generic patterns of capability emergence, development, and progression. Focusing on capability branching and revealing little about their establishment or deliberate development, Helfat & Peteraf's (2003) model "provides a frame within which subsequent research can examine the processes that shape the capability lifecycle in greater detail" (Helfat & Peteraf, 2003). ...
... The management literature is perfectly poised to contribute to the new-normal discourse by generating sound policy prescriptions with respect to which business investments might reverse the underlining productivity causes of new-normal stagnation. In order to define the relevant business investments that enhance productivity growth, we draw from the literature on organizational decline and transformational activities (e.g., Bruton et al., 1994;Helfat and Peteraf, 2003;Trahms et al., 2013) in answering two pertinent research questions. Specifically, which transformational strategies are commonly employed by firms experiencing a sustained lack of productivity growth, and which transformational strategies are commonly successful by leading to enhanced productivity in subsequent years? ...
... In nesting the dynamic resource-based view within the concept of industry lifecycles, Helfat and Peteraf (2003) directly address the issue of transformational activities that alter a firm's resource base. This research points out that capability threats in the form of slack productivity improvement represent harbingers of the maturity or decline stage being reached. ...
... Winter (2000) further highlights that such crises can raise aspirations and motivate firms to upgrade; thus, capability and productivity threats -where the technical limits of the relevant capabilities have become exhausted -will require transformational activities by firms in order to alter the firm's resource base. While dynamic capabilities underpin such a transformation (Eisenhardt and Martin, 2000;Teece, 2007Teece, , 2009Teece et al., 1997), Helfat and Peteraf (2003) identify six general paths -i.e., transformational strategies -via which firms can respond to a situation where the rate of productivity growth has substantially decelerated; namely, retirement, renewal, replication, retrenchment, recombination, and redeployment represent the six Rs of capability transformation. These seminal insights have spurred a great deal of research considering what activities firms take when their operations face challenging growth and productivity prospects (for reviews, see Teece, 2007;Trahms et al., 2013;Wang and Ahmed, 2007). ...
Declines in productivity growth substantially explain new‐normal business stagnation; yet in order to address situations of slack productivity growth, firms can choose from six generic transformational strategies: retirement, renewal, retrenchment, replication, redeployment, and recombination. While the extant literature focuses on specific transformational strategies that particular firms, or industries, take in responding to productivity threats, questions regarding which transformational strategies are commonly employed and commonly successful have been neglected. Answering these broader questions allows factoring how firms might respond to new‐normal conditions; and yields normative implications regarding the transformational strategies – and policies – that enhance productivity growth and reverse new‐normal stagnation. Using cross‐industry panel data, we identify the transformational strategies that are both commonly employed and commonly successful. Our empirical results indicate that firms react to productivity threats via a variety of strategic responses; yet, engaging in renewal and recombination uniquely address such threats. This article is protected by copyright. All rights reserved.
... According to the resource-based view, a company's competitive advantage depends on heterogeneous resources scattered throughout the organization. Compared to the resource-based view, which views resources as static, dynamic capability view emphasizes the role of resources in the context of change (Teece, et al., 1997) and the company's ability to reconfigure its resources whilst utilizing them (Helfat and Peteraf, 2003;Teece, et al., 1997). ...
... The capability concept includes the organizational structure, processes, and knowledge needed to operate more efficiently (Amit and Schoemaker, 1993). Organizational capability consists of various elements that are structured and can be repeated when the organization performs various activities (Helfat and Peteraf, 2003). ...
... For this reason, not all activities can be viewed as capabilities. A capability is something that is reliable, structured, patterned, and can be repeated regularly (Helfat and Peteraf, 2003). ...
State-owned companies are typically trapped in a bureaucratic system that means they experience difficulties undertaking changes and adapting to environmental changes. Whenever these companies attempt a strategic maneuver, a series of complex bureaucratic procedures must be followed. As a result, the companies are late in responding to environmental changes. This study discusses how the state-owned companies transform their organization with the support of dynamic capabilities. XT Square, a company owned by the local government in Indonesia, is used as the subject of analysis. XT Square is engaged in property. During the course of its organizational transformation, the company found it difficult to fit with customers’ needs because of the difficulties in understanding market conditions. The company then established alliances with other firms to overcome resource shortages. The results of the analysis demonstrate that the process of building these alliances was not linear; rather, it was iterative in nature. At a certain level, XT Square is required to undertake trial and error. At the end of the paper, a suggestion for further research is provided.
... Based on the work of Damanpour (1991) and Helfat and Peteraf (2003), concerning the stages of application of new practices, we have identified the obstacles to the adoption of Crowdfunding by distinguishing the phases of its application, on which the barriers may evolve. There is almost no research on the obstacles to the application of this trend, and no study that we are aware of undertakes to understand the stages of its application and the barriers associated with each stage. ...
... Research on the barriers to the practice of crowdfunding is rare and almost non-existent, and to our knowledge no study has been carried out on the barriers to crowdfunding by distinguishing the different phases of its adoption. However, Helfat and Peteraf (2003) and Damanpour and Schneider (2006) stress the importance of studying the process of adopting a new practice by examining the different phases identified. This is the basis for our research. ...
This research investigates the challenges obstructing the integration of crowdfunding into the national economy as a tool for economic development. In 2018, the Central Bank of Tunisia explored the use of crowdfunding for innovative startups, initiating fundraising efforts after a meeting with the governor and members of the Tunisian diaspora. Drawing from 10 semi-structured interviews, each averaging 1 hour and 10 minutes, as well as an analysis of crowdfunding platforms such as Cofundy and Afrikwity, and a review of blogs and social networks, the study identifies both internal and external barriers. Internal obstacles include a lack of trust and poor coordination among participants, while external challenges involve the absence of a legal framework, limited state support, and insufficient market information. The findings suggest that while these barriers pose significant difficulties, they are not insurmountable, highlighting opportunities for improvement in policy and market structures to foster the growth of crowdfunding in Tunisia.
... According to resource-based theory, enterprises with heterogeneous resources can gain a competitive advantage and thus gain more market share, while enterprises lacking heterogeneous resources have a smaller competitive advantage and gain less market share. Enterprises with unique resources are dominant enterprises, and those lacking unique resources are inferior enterprises (Helfat and Peteraf 2003). For the convenience of analysis, we assume that there are only two coal enterprises in the game market, namely Enterprise-A and Enterprise-B. ...
... The heterogeneity of enterprises. Due to the differences in resource levels such as scale and size among coal enterprises, it is also based on the theory of resource advantages (Helfat and Peteraf 2003). Therefore, this paper assumes that there is heterogeneity between the two coal enterprises in the game, and use market power, that is, market share to measure their power, at the same time, if the size of the coefficient of market power determines the distribution of benefits and conflicting costs between game players in the coal market. ...
Resource integration of coal enterprises is conducive to reducing pollution and carbon emissions, thus alleviating environmental problems such as global warming. Government regulation has a great influence on enterprise behavior. Therefore, it is necessary to analyze the strategies of government and coal enterprises in resource integration. Based on the perspective of government regulation, this paper discusses how to guide and restrict coal enterprises to conduct resource integration behavior, and whether the government supervises this behavior. First, through empirical research, government regulations of coal enterprises are given practical policy implications. Second, using evolutionary game and simulation technology, from the perspective of government regulation, we explore the complex behavioral interaction mechanism between the dominant and inferior coal enterprises, the mechanism between the government and coal enterprises, and analyze the impact of key factors on the dynamic evolution process. Finally, the sensitivity analysis of the selected parameters is discussed in details, which provides useful decision-making suggestions for the government and enterprises. In addition, this paper further analyzes the impact of different government policies on coal enterprises' green innovation strategies. Results demonstrate that (1) when the power gap between enterprises is large, the probability of dominant enterprises choosing resource integration converges to 1, while the probability of inferior enterprises converges to 0. Therefore, government regulations are invalid for inferior enterprises; (2) the combination of government regulations can help improve the efficiency of coal enterprises’ strategic choices. With the increase in the intensity of government rewards and punishments, the probability of enterprise resource integration evolves from 0 to 1; (3) excessive government regulations make the choice between the government and coal companies tend to swing, because the probability of the two is between 0 and 1. Therefore, excessive government regulations cannot effectively achieve resource integration and government regulation. (4) The government subsidy strategy is less effective than the government’s pollution penalty strategy in promoting the green innovation of enterprises. Our research shows that the government should choose different policy combinations and intensities to regulate resource integration according to the market power of coal enterprises, which provides theoretical reference and practical guidance for the government to regulate corporate resource integration behavior.
... Operational capabilities maintain the status quo and allow an organisation to execute their existing business. They include, furthermore, the organisation's ability to adjust business processes in terms of efficiency and effectiveness and appear therefore as cause of competitive advantage (Helfat and Peteraf, 2003;Teece et al., 1997). A dynamic capability, otherwise, allows an organisation to change its status quo (Teece et al. 1997) including a change of the operational capabilities (Winter, 2003). ...
... A dynamic capability, otherwise, allows an organisation to change its status quo (Teece et al. 1997) including a change of the operational capabilities (Winter, 2003). The boundaries between these two types of capabilities cannot be clearly defined (Helfat and Peteraf, 2003). Some types can be applied to dynamic purposes as well as to operational ones, e.g., IT sourcing (Helfat and Winter, 2011). ...
Organisations need the right business and IT capabilities in order to achieve future business success. It follows that the sourcing of these capabilities is an important decision. Yet, there is a lack of consensus on the approach to deciding where and how to source the core operational capabilities. Furthermore, developing its dynamic capability enables an organisation to effectively manage change its operational capabilities. Recent research has proposed that analysing business capabilities is a key prerequisite to defining its Information Technology (IT) solutions. This research builds on these findings by considering the interdependencies between the dynamic business change capability and the sourcing of IT capabilities. Further, it examines the decision-making oversight of these areas as implemented through IT governance. There is a good understanding of the direct impact of IT sourcing decision on operational capabilities However, there is a lack of research on the indirect impact on the capability of managing business change. Through a review of prior research and initial pilot field research, a capability framework and three main propositions are proposed, each examining a two-way interdependency. This paper describes the development of the integrated capability framework and the rationale for the propositions. These respectively cover managing business change, IT sourcing and IT governance. Firstly, the sourcing of IT affects both the operational capabilities and the capability to manage business change. Similarly, a business change may result in new or revised operational capabilities, which can influence the IT sourcing decision resulting in a two-way relationship. Secondly, this IT sourcing is directed under IT governance, which provides a decision-making framework for the organisation. At the same time, the IT sourcing can have an impact on the IT governance capability, for example by outsourcing key capabilities; hence this is potentially again a two-way relationship. Finally, there is a postulated two-way relationship between IT governance and managing business change in that IT governance provides oversight of managing business change through portfolio management while IT governance is a key element of the business change capability. Given the nature and novelty of this framework, a philosophical paradigm of constructivism is preferred. To illustrate and explore the theoretical perspectives provided, this paper reports on the findings of a case study incorporating eight high-level interviews with senior executives in a German bank with 2300 employees. The collected data also includes organisational charts, annual reports, project and activity portfolio and benchmark reports for the IT budget. Recommendations are made for practitioners. An understanding of the interdependencies can support professionals in improving business success through effectively managing business change. Additionally, they can be assisted to evaluate the impact of IT sourcing decisions on the organisation's operational and dynamic capabilities, using an appropriate IT governance framework.
... Examples of some of the difficulties include managers and employees having to implement and adapt to the new structures, processes and capabilities so as to effectively deal with the pace and magnitude of market pressures, external agencies' regulatory frameworks and customer demands. There is evidence in the literature that these are becoming more dynamic as organizations and their management challenge employees to contribute differently (Kelly and Amburgey, 1991;Helfat and Peteraf, 2003). It is claimed doing so will minimise organizational inertia, rekindle capabilities, and save companies thereby adding value (Mendy, 2019). 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 J o u r n a l o f O r g a n i z a t i o n a l C h a n g e M a n a g e m e n t 3 However, the role of staff in what is proposed is largely downplayed at best or not reported at all except when intentions are included ). ...
... Examples of some of the difficulties include managers and employees having to implement and adapt to the new structures, processes and capabilities so as to effectively deal with the pace and magnitude of market pressures, external agencies' regulatory frameworks and customer demands. There is evidence in the literature that these are becoming more dynamic as organizations and their management challenge employees to contribute differently (Kelly and Helfat and Peteraf, 2003). It is claimed doing so will minimise organizational inertia, rekindle capabilities, and save companies thereby adding value (Mendy, 2019). ...
Purpose – The purpose of this paper is to investigate the role of preferences when SMEs are confronted with the practical problems associated with implementing frequent and large scale changes to their working policies and practices. This paper aims to alleviate some of the concerns as claimed in positioning and change agency theory by introducing ‘preferential role positioning’ to organizational change.
Design/Methodology/approach – This study uses a qualitative case study approach and change agency and positioning theories to find out the extent to which staff and management experienced the practical difficulties and challenges and what resolution actions they took. Eighty-five semi-structured interviews were conducted in 2004/05 and 2011 with the staff and management of four SMEs in the UK. An interpretative analysis was conducted on the case data in the tradition of Husserl and Schutz. In the first set, participants were asked to elucidate the difficulties faced in their roles and how these were experienced whilst the second focused on impacts and strategies. Three independent researchers reviewed and interpreted the qualitative data and helped with the coding and thematisation.
Findings – This paper's main results are based on the data's three stages showing how SME members chose to deal with the practical difficulties namely ‘new structures and procedures’ (stage 1); ‘new ways of communicating’ (stage 2) and ‘new collaborations’ (stage 3). The combination of the stages’ aspects led to the emergence of ‘preferential role positioning’ as the study’s theoretical contribution to the gap on preferences in organizational change research.
Research limitations – The eighty-five interviews from UK-based SMEs constrained the sample size thereby limiting the number of questionnaire categories asked. The findings and their analysis cannot be generalised to non SMEs that seek to address similar difficulties.
Practical implications – Managers need to be aware of the adverse impacts of using draconian, top down disciplinary and punishment measures/structures as a way to implement change. Other practical lessons include the fact that managers should contextualise people’s anxieties, dissatisfaction, resistance and disengagement as a platform from which social knowledge can be generated with all change agents in order to resolve implementation challenges in the longer term. Staff developed the ability to deal with some practical issues such as navigating through the new departmental structures, new working procedures and new ways of talking with management and with each other to implement change more successfully.
Social implications - The social value of the findings demonstrate that preferences can be imported from other social science disciplines into Organizational Studies to show the value of what people can contribute and how they choose to do so (i.e. via what discourse, using what types of interactions and capabilities to do so). In addition, the results show that management need to consider employees in their plans as they try to implement change firstly to facilitate greater interaction and success, secondly to minimise implementation difficulties and thirdly as a recognition that there are multiple change agents and multiple role-enacting positions in developing sociological knowledge that can be of value.
Originality/value – This study’s three-stage approach has shown that a successful implementation and management of change in SMEs should also include a bottom-up recognition of the difficulties, adversities, conflicts and tensions and a resolution to deal with the structural and communicative constraints via dialogue and ‘preferential role positioning’.
... The dynamic capability view of the firm is considered as an extension of the resource-based view (RBV) (Helfat and Peteraf 2003), but it was originally introduced by Teece et al. (1997) to differentiate it from the static perspective of RBV. The RBV focuses on the resources needed to achieve a competitive advantage, whereas the DCs concept primarily emphasizes the purposeful modification of these resources to address the demands of a changing business environment ( Schilke et al. 2018). ...
... The literature has divided firms' capabilities into two broad, important categories ( Helfat and Peteraf 2003;Helfat and Winter 2011;Zollo and Winter 2002). First, ordinary or operational capabilities involve the attainment of ''technical efficiency and doing things right'' in the main business function. ...
Resource-based view suggests that dynamic capability is a very powerful resource to improve the firm's responsiveness in the fast-changing environment. Additionally, organization structures may decrease or increase the effect of dynamic capabilities by providing greater or lesser opportunities. Consequently, this study examines the direct impact of dynamic capabilities on the firm's responsiveness as well as the moderating effect of organization structures and environmental dynamism on the dynamic capabilities-responsiveness relationship. Using the moderated hierarchical regression method, we analyzed 217 data points collected from Indian service companies to test our hypotheses. The findings suggest that dimensions of dynamic capability: sensing , learning, integration, and reconfiguration capability have significant positive impact on the firm's responsiveness. The statistical results also suggest that the dynamic capabilities-responsiveness relationship is moderated by the organization structures and environmental dynamism. Moderation results explain that the firm responsiveness is expected to improve if (1) they have strong sensing capability and adopt a less formalized organization structure; (2) they have strong learning capability and a more centralized organization structure; (3) they have a high level of reconfig-uration capability and adopt a less specialized organization structure; and (4) they deal with a highly dynamic environment and have a strong sensing capability. The originality of the study lies in exploring the internal alignment with organization structures and external fit with environmental dynamism on the relationship between dynamic capabilities and firm's responsiveness.
... De allí, nace una corriente del pensamiento de la teoría de la organización que observa a las capacidades de la empresa con una visión más dinámica, entendiéndose que el término "dinámico" refleja la capacidad de la organización para renovar, cambiar o modificar las competencias, los recursos, las habilidades y los modelos de negocios para que sean compatibles con el entorno cambiante (Pavlou & El Sawy, 2011), e implican innovación puesto que construyen, integran y reconfiguran los recursos y capacidades actuales (Helfat, 1997;Helfat & Peteraf, 2003;Davies & Brady, 2016). En este sentido, Salazar & Peláez (2011) asientan que el elemento diferenciador de las capacidades dinámicas lo constituye el grado de ajuste de la organización a la innovación; es decir, que sus habilidades técnicas y de gestión, la configuración de su tecnología y su estructura organizativa, cognitiva y cultural deben estar adaptadas y dirigidas para apoyar ese proceso de innovación. ...
... Entre sus aspectos esenciales, esta teoría busca distinguir o diferenciar el significado de capacidades ordinarias o sustantivas y las capacidades dinámicas de la organización (Helfat & Peteraf, 2003;Winter, 2003;Zahra et al., 2006;Ambrosini & Bowman, 2009;Helfat & Winter, 2011;Teece, 2014;Aggarwal, Posen & Workiewicz, 2015;Cyfert & Krzakiewicz, 2016;Teece, 2016;Daspit, Ramachandran & D'Souza, 2016;Lin et al., 2016). Intenta así reimpulsar el concepto tradicional de "capacidades organizativas", el cual gira en torno a la obtención de ciertos resultados a través de la coordinación y aplicación de las habilidades de los miembros de la organización sobre un grupo de recursos (Grant, 1991). ...
El presente trabajo tiene como propósito realizar una revisión de la literatura a fin de integrar planteamientos provenientes de dos corrientes del pensamiento de la teoría de la organización en un modelo de capacidades dinámicas. Por una parte, la perspectiva teórica de capacidades dinámicas que trata de explicar las respuestas estratégicas de la empresa frente a los requerimientos de un entorno cambiante y competitivo mediante la renovación, la integración y la reconfiguración de sus recursos y capacidades. Y por otra parte, la escuela cognitiva de la organización que estudia los procesos mentales de los gerentes y directivos vinculados con las actividades de toma de decisiones. Ambas corrientes, han sido abordadas de manera muy importante por la comunidad académica-científica dentro del ámbito de las organizaciones, de cuyas revisiones y reflexiones surge como resultado en este trabajo un modelo y una proposición general que plantea la relación entre la cognición de quienes dirigen a la organización y sus capacidades dinámicas.
... Dynamic capabilities are widely considered to incorporate strategies, structures and environments that enable organizations to sustain superior performance in a changing environment [12]. Dynamic capabilities refer to a firm's capability to suitably match its resources with the market environment to impact competitive advantage and organizational performance [13][14][15]. Dynamic capabilities contrast with operational capabilities by focusing on the abilities to integrate, build and reconfigure internal and external resources to address rapidly changing environments [13,14]. Resources in dynamic capabilities can be understood as 'anything that could be thought of as a strength or weakness in a given organization' [16]. ...
... Dynamic capabilities refer to a firm's capability to suitably match its resources with the market environment to impact competitive advantage and organizational performance [13][14][15]. Dynamic capabilities contrast with operational capabilities by focusing on the abilities to integrate, build and reconfigure internal and external resources to address rapidly changing environments [13,14]. Resources in dynamic capabilities can be understood as 'anything that could be thought of as a strength or weakness in a given organization' [16]. ...
Universities pays a lot of attention and investment in the technology commercialization for its sustainable development and social contribution under Korean government-driven policies. However, when compared to US or European universities, the outcomes of the technology commercialization in universities are relatively inactive. Therefore, this study aims to propose a new idea-oriented framework of University-Technology Commercialization (UTC). To achieve this, this study explores the sustainable mechanism from idea to technology commercialization in the volatile environment by employing dynamic capabilities framework. This study employed structural equation modeling (SEM) to identify causal relationships among the variables with a 2014 to 2016 dataset from ‘Higher Education in KOREA’. This study collected national and cross-sectional data from different time periods to design our longitudinal study. Our study examines UTC activities related to sustainable idea development mechanism from dynamic capability framework. The results show the importance of start-up clubs as a first step for idea exploration in university technology commercialization and patents as important for both technology transfers and start-ups. Our findings offer new UTC directions for university policy makers.
... Another aspect of the determining factors of business performance that eluded from the RBV radar is strategic resources, i.e., the outcomes of other resources. In this relation, [20] argues that as firms grew and matured they must have changed the resources over time, which is consistent with the product life cycle literature. Meanwhile, in seeking to address research question "how to extend resource based view, including the contributions of other resources (ordinary and junk)" [37] identified three reasons why the RBV is no longer useful,all are related to how a manager manages the strategic resources. ...
This study proposes a conceptual model to address the condemnation concerning organisation valuable resources and its measurement as expounded by resource-based view. Needless to say, an organisation strategic resources play a crucial role in competitive advantage. Notwithstanding, the growing number of small scale businesses caused raging competition among smaller firms. Thus, small scale businesses have to preserve their existence and expand their activities. Since, the role played by the small-scale businesses in job creation, income generation and therefore poverty alleviation has been recognized worldwide, we propose a conceptual model and measuring scale for organisation valuable resources so as to make it more considerable to entrepreneurs to do better than others.. A special feature of this paper lies in its attempt to propose a new measuring scale for organisation valuable resources. Resources valuable attribute is then served to analyse the sustainable success factors of SMEs. In conclusion, we managed to unravel how the concept of organisation valuable resources can be used as strategies to determine whether or not a business entity is successful. The pre-requisite, however, is that both, the resources and strategies, have to co-exist harmoniously.KeywordsValuable Resources; Measurement ScalesBusiness SuccessRBV
... Innovation is widely recognized as a crucial factor in creating a competitive advantage, allowing companies to establish and maintain a leading position in the market (Helfat and Peteraf 2002;Fagerberg and Mowery 2006). Moreover, innovation can act as a substitute for competitors by introducing novel solutions and advancements (Pla-Barber and Alegre 2007). ...
This research aimed to measure the impact of innovations (product innovation, technological innovation, marketing innovation, and process innovations) on the financial performance of exporting enterprises. It was based on return on assets (ROA), increase in return on sales, net profit, and increases in value per employee. The research was carried out based on primary data through the quantitative method. The study's participants were 150 Kosovo exporting companies selected randomly. Based on Pearson’s correlation analysis, it was found that there is a weak positive linear relationship between organizational innovations and product innovation, and financial performance. Additionally, a moderate positive linear relationship exists between marketing innovations, process innovations, and financial performance. Referring to the multiple linear regression, it was revealed that innovations explain 46.7% of financial performance. Process and marketing innovation had the greatest impact on financial performance, while organizational innovation had a lesser impact. The findings of this research contribute to improving the financial performance of exporting companies in Kosovo, focusing on the type of innovation that most influences performance.
... Dynamic capabilities can be distinguished from operational capabilities which pattern to the current operations of an organization. Dynamic capabilities, by contrast, refer to the capacity of an organization to purposely create, extend, or modify its resource base (Helfat et al, 2007) cited in Teece, et al., (2010). The basic assumption of the dynamic capability is framework is that core competencies should be used to modify short-term competitive positions that can be used to build longer-term competitive advantage. ...
This study examined the relationship between organizational resilience and corporate performance of deposit money banks in Port Harcourt. The general purpose was to examine the effect of organizational resilience on corporate performance of deposit money banks while the specific objectives are to examine the effect of organizational learning and adaptive capabilities on corporate performance. Twenty-one deposit money banks operating in Port Harcourt. Sixty three sample representatives were selected from the deposit money. Organizational resilience measures are organizational learning and adaptive capabilities while corporate performance measures are profitability, market share and employee satisfaction. Primary data were sourced through questionnaires and administered to managers at the regional office of the deposit money banks. Descriptive statistics and Spearman rank correlation coefficient with the aid of Statistical Packages for Social Science were used as data analyses techniques. Findings reveal a correlation coefficient of 81.4 percent and probability of 0.0000 between organizational learning and corporate performance. 89.4 percent and probability of 0.0000 between adaptive capabilities and corporate performance. The finding indicates that organizational resilience has positive and significant relationship with corporate performance of the deposit money banks. It therefore recommends that techniques and strategic measures should be devise to enhance organizational resilience among the deposit money banks in Port Harcourt.
... The Theory of Dynamic Capabilities (DC) is used to examine the transition of Vancity to the adoption of integrated reporting processes. Eisenhardt and Martin (2000; see also Helfat and Peteraf 2003) describe DC as an evolution of the resource-based view of the firm (Barney 1991;1986) -to accommodate the ability to seek and integrate new resources, and to provide a better conceptualization of knowledge-based resources. Rather than focusing on an entrenching view of resources, DC approaches resources as something that must be developed, integrated, and used as a source of renewal for the firm, not a means to maintain a status quo. ...
Spain is a country with a long co-operative tradition, and it isone of the world’s most dynamic countries with regard to the creation of co-operative firms (Díaz-Foncea and Marcuello 2015). In this chapter we will investigate whether Spain ranks as one of the first countries in the world to collect statistics on these organizations. Specifically,the chapter aims to present the data sources on the co-operative sector in Spain and connect them with statistical databases available in this country in the business field. To do this, we first describe statistical sources on business in Spain that have historically been used by researchers. Second, we describe the available data sources in the specific field of co-operatives. Finally, we present the limitations of these sources and some proposals to improve the current situation.
... Često pojava različitih čimbenika iz unutarnje ili vanjske okoline poduzeća zahtjeva promjenu postojećih sposobnosti, njihova djelovanja i putanje razvoja na način da dolazi do potrebe za transformacijom postojećih sposobnosti u oblik koji adekvatno može odgovoriti na nove prilike ili prijetnje okoline.Čimbenici vanjske okoline nisu pod direktnom kontrolom menadžera i obuhvaćaju promjene u potražnji, znanosti i tehnologiji, dostupnosti sirovina, ali i društveno -političkim uvjetima.Najvažniji čimbenici unutarnje okoline uključuju menadžerske odluke (Helfat i Peteraf, Osim u slučaju kad je vanjska okolina toliko ograničavajuća da menadžeri imaju samo jedan mogući izbor, utjecaj mnogih vanjskih čimbenika na organizacije ovisi o unutarnjoj reakciji menadžera koji u različitim poduzećima mogu donijeti različite odluke(Helfat i Peteraf, 2003:1004.Kada dođe do utjecaja određenog čimbenika ili događaja koji utječe na sposobnosti, kao što je prikazano na sljedećoj slici, poduzeća se mogu odlučiti za sljedeće putove životnog ciklusa: gašenje, smanjivanje, obnova, replikacija, pregrupiranje (ponovno korištenje) i rekombinacija.Obnova, pregrupiranje i rekombinacija, kao faze koje uključuju prijenos sposobnosti na nova, različita tržišta, za razliku od gašenja ili smanjenog korištenja, prikazuju se koristeći iste krivulje, jer iako se temeljni mehanizmi razlikuju te tri faze imaju slične putanje.Slika 19. Alternativni oblici razvoja u životnom ciklusu sposobnosti Izvor: Helfat, C. E i Peteraf, M. A. (2003) The Dynamic Resource-Based View: Capability Lifecycles, Strategic Management Journal, Vol. 24, No. 10, str. ...
Organizacije ne mogu očekivati ostvarivanje ekonomske rente samo iz posjedovanja ili kontrole resursa već moraju prepoznati da je uspjeh poduzeća definiran organizacijskim sposobnostima koje poduzeće posjeduje odnosno specifičnim oblicima koordinacije i korištenja postojećih resursa poduzeća unutar zadanih organizacijskih okvira i uvjeta okoline. Razumijevanje sposobnosti i načina njihova razvoja unutar organizacije, međutim, nije jednoznačno i razumljivo u potpunosti. To je dugotrajan proces i pod utjecajem niza varijabli koje su u brojnim interakcijama. Međutim, poduzeća mogu i trebaju razumjeti kako razvoj i izgradnja sposobnosti kreće iz samog poduzeća te je rezultat načina rada i oblikovanja organizacije u cjelini. Karakteristike organizacijskog dizajna određuju mogućnost da organizacija učinkovito koristi postojeće resurse i oblikuje sposobnosti na način da se efikasno odgovori na prilike okoline te omogući provođenje i izvršenje strategije poduzeća. Rezultati teorijskog i empirijskog istraživanja nedvosmisleno potvrđuju kako je moguće svjesno i namjerno dizajnirati i oblikovati organizaciju za stvaranje i razvoj organizacijskih sposobnosti. Organizacijski dizajn koji oblikuje fleksibilnu organizacijsku strukturu, omogućava uspješnu implementaciju strategije te postizanje zrelosti poslovnih procesa omogućit će i olakšati razvoj i oblikovanje sposobnosti poduzeća. Također, ostvarivanje višeg stupnja sklada među elementima dizajna može doprinijeti i višem stupnju razvoja organizacijskih sposobnosti. Istraživanje je potvrdilo i povezanost pojedinih sposobnosti s djelotvornosti poduzeća, što samo ukazuje na njihovu važnost za krajnju učinkovitost i konkurentnost poduzeća.
... This finding goes in line with the proposed foundations of DC in theoretical studies, whereas the direct impact of DC on organizational performance and sustainable competitive advantage had been discussed earlier theoretically by many authors (Teece et al., 1997;Eisenhardt & Martin, 2000, Yassien, 2015Zahra et al., 2006;Helfat & Peteraf, 2003;Winter, 2003), and practically discussed (Chang, 2012;Lin, Su & Higgins, 2015, Leonidou, Leonidou, Fotiadis & Aykol (2015 On the other hand, the mediating role of EE, upon to the researchers knowledge, has never been discussed neither practically nor theoretically, which considered a major contribution. ...
... Amit, Barney, Cool, Dierickx, Grant, Leonard-Barton, Mahoney, Peteraf, Pisano, Rumelt, Shoemaker, Teece és Wernerfelt, a ké sőbbi közreműködők közül pedig Bowman, Eisen hardt, Helfat, Makadok, Martin, Sanchez, Winter és mások a vállalaton belüli erőforrások, képességek és rutinok szerepét kezdték vizsgálni, más és más aspek tusból. Részint korábbi szerzők munkához nyúltak vissza1 és gondolták ezeket tovább, részint önálló fel ismerésekkel gazdagították a stratégiai menedzsment témakörét (Amit -Schoemaker, 1993;Barney, 1991;Bowman -Ambrosini, 2003;Dierickx -Cool, 1989;Eisenhardt -Martin, 2000;Grant, 1991;Grant, 1996;Helfat, 1997;Helfat -Peteraf, 2003;Leonard-Barton, 1992;Mahoney, 1995;Mahoney -Pandian, 1992;Makadok, 2001;Peteraf, 1993;Pisano, 1994;Sanchez, 2003;Teece -Pisano -Shuen, 1997;Wernerfelt, 1984;Winter, 2003). Hozzájárulásuk azonban a kilencvenes évek közepéig távolról sem állt össze egységes egész-szé: nézeteik négy-öt kulcsfogalom körül minduntalan újraszerveződő, bővülő és átalakuló, meglehetősen he terogén, elméletre csak nyomokban emlékeztető struk túrákat alkottak (Foss, 1998;Priem -Butler, 2001). ...
A cikk első részében a stratégia erőforrás-alapú elméletének (RBV) kései kialakulását, ennek okait és mikéntjét tárgyalja a szerző. Kitér a külső fókuszú elméletek sok évtizedes dominanciájára, majd magyarázóerejük csökkenésére az 1980-as évek második felében, ami előtérbe helyezte a vállalatok belső adottságaira összpontosító megközelítéseket. A cikk második felében az RBV eddigi fejlődését mutatja be az erőforrások képességek -> dinamikus képességek logikai ív mentén, kitérve arra, hogy hol tart ma az elmélet, s milyen továbblépési lehetőségek adódnak számára. Az írás záró részében röviden értékeli a továbblépés két lehetséges fő irányát: az RBV „második szintű” (speciális) problémáinak tisztázását, illetve a szervezeti-magatartási aspektusok integrálását.
... Barney (1991) apresenta dois pressupostos desse modelo: (1) as empresas dentro de um grupo são heterogêneas em relação aos recursos estratégicos que controlam; (2) esses recursos não podem ser facilmente transferíveis a todas as empresas, o que supõe em alguns casos a durabilidade da heterogeneidade. Dito isto de outra forma, a VBR assume que as empresas concorrentes podem possuir recursos e capacidades diferentes e que nem sempre estes são móveis entre as firmas, tendo a heterogeneidade como explicação para a vantagem ou desvantagem competitiva originada (VASCONCELOS; CYRINO, 2000;BARNEY, 2001, HEALFAT;PETERAF, 2003;COLBERT, 2004;GONÇALVES;COELHO;SOUZA, 2011). ...
Diante do atual ambiente mercadológico, marcado pela dificuldade de sobrevivência e manutenção de empreendimentos, a empresa X, localizada na cidade de Irati-PR, pode ser considerada um caso de sucesso. Ela atua a mais de um século no mercado gastronômico e realizou, ao longo do tempo, expansões físicas e no mix de produtos e serviços oferecidos, possibilitadas pela capacidade de desenvolvimento de competências e estratégias direcionadas a cada contexto. Os recursos, vistos como ativos tangíveis e intangíveis, e as competências geradas pelas organizações podem ser considerados fonte de diferenciação e, desta forma, são capazes de justificar o sucesso alcançado em determinado cenário. Em decorrência disso, este estudo, baseando-se nas considerações teóricas da Visão Baseada em Recursos (VBR), buscou identificar os recursos e as competências desenvolvidas pela empresa X que geram vantagens competitivas e possibilitam a sua continuidade e desenvolvimento em um cenário de poucos incentivos e possibilidades. Para tanto, foi efetuada uma pesquisa qualitativa, classificada como descritiva e exploratória. A operacionalização se deu por meio de um estudo de caso, onde foram realizadas observações não participantes com o intuito de compreender as questões relacionadas ao ambiente interno, à prática de trabalho e à relação dos empreendedores com as atividades e com os colaboradores da organização, e entrevistas semiestruturadas cujas questões foram aplicadas aos proprietários da empresa, responsáveis pelas decisões estratégicas, também com o objetivo de entender a dinâmica do ambiente interno organizacional. As entrevistas foram gravadas e transcritas e das observações procederam-se anotações sob forma de diário de campo. Os dados obtidos foram interpretados conforme a metodologia da análise de conteúdo e os recursos e competências identificados foram divididos em financeiros, físicos, organizacionais e individuais e posteriormente foram submetidos à classificação segundo o método VRIO proposto por Barney e Hesterly (2007). Os resultados da pesquisa apresentaram como recursos e competências que proporcionam vantagens competitivas sustentáveis, a localização, a cultura, a tradição, a baixa rotatividade de parte dos funcionários e a dedicação dos colaboradores, o que possibilitou a conclusão de que alguns fatores estão intrinsecamente relacionados aos recursos humanos organizacionais, que, devido a uma política informal estabelecida e nem sempre percebida pelos sócios proprietários, desenvolvem dedicação e motivação para a continuidade no ofício desenvolvido. Ademais, a localização, que facilita um grande fluxo de consumidores; a cultura familiar aberta a mudanças e de proximidade entre os membros; e a tradição constituída no decorrer de 100 anos de atuação, são fatores de difícil imitação o que os torna potenciais fontes de destaque organizacional.
... Likewise, there is increasing interest from businesses to understand the relationship nexus to enable them to make more strategic and impactful investment decisions. There are numerous theoretical perspectives that describe the relationship, which include the dynamic resource-based view (Helfat and Peteraf, 2003), and this has been confirmed by a number of empirical studies (e.g. Eberhart, Maxwell & Siddique, 2004;Lome, Heggeseth & Moen, 2016). ...
... Source: Qamar and Hall (2018: 241-242 achieve different operations-based competitive advantages (Peng, Schroeder, & Shah, 2008: 733). According to the resource-based view, firms' possession of capabilities explains heterogeneous firm performance in the market (Helfat & Peteraf, 2003). Capabilities are a relatively large-scale unit of analysis with an identifiable purpose, shaped by conscious decisions and constituted of resources as well as practices and routines (Teece, Pisano, & Shuen, 1997;Dosi et al., 2001). ...
The UK automotive industry is home to a large number of foreign firms, demonstrating the open nature of competition. However, the industry necessitates both exploitative and explorative capabilities. Contingency theory suggests that firms align their internal structure with contextual factors. As such, the aims of this study were to investigate whether it was possible to distinguish home-owned (UK) and foreign-owned firms based upon: a) the microfoundations of ambidextrous production, which are conceptualised as lean and agile routines; and b) the tier at which these firms operate in the automotive supply chain. Survey data were collected from 85 home-owned and 55 foreign-owned firms within the UK Midlands automotive industry. Logistic regression results revealed that home-owned firms were significantly more likely to be implementing explorative (agile) production methods, whereas foreign-owned firms were significantly more likely to be implementing exploitative (lean) production. Home-owned and foreign-owned firms were found to be significantly more likely to be operating upstream and downstream in the automotive supply chain respectively. Thus, the findings support a contingency theory explanation, suggesting that firms align their performance priorities with contextual factors, but we argue that home-owned and foreign-owned firms have evolved to compete based on their different
innovative capabilities, which are located at different tiers of the automotive supply chain. On this basis, although neither home-owned nor foreign-owned firms were found to be endogenously ambidextrous, we argue that foreign-owned firms internationalise into the UK automotive sector to exploit the explorative capabilities acquired by home-owned firms operating upstream in automotive supply chains, thus enabling ambidextrous capabilities at an exogenous, industrial level.
... Such a diverse collection of unique resources is critical for developing a "dynamic" capability (Eisenhardt and Martin, 2000). From the resource-based view, firms construct their capability by interacting with the changing external environment (Helfat and Peteraf, 2003). Appropriate approaches of organizing resources are required in order to benefit from such resources. ...
Purpose
The purpose of this paper is to answer why some multinational enterprises (MNEs) fail within the international business (IB) domain.
Design/methodology/approach
Conceptually, the study takes an organismic approach to MNE failure. Methodologically, it adopts an elite interview approach derived from the Delphi technique. Respondents are 39 IB and strategic management academics.
Findings
The paper finds that MNE failure is rooted in strategic leadership and capabilities (i.e. internal deterioration of organizational resources and strategies) and institutional pressures and differences, and these factors lead to deterioration of institutional legitimacy for an MNE.
Originality/value
The paper conducts a review of the firm failure and foreign divestment literature and undertakes an organismic approach to the analysis of MNE failure in the IB context. The paper provides useful insights on developing and implementing both market and non-market strategies for overcoming MNE internationalization failure.
... In this paper we therefore accept the idea that key assets and competences may not lie just under the direct control of the organization, but also in its vicinity. In contrast to the RBV, the micro foundations stream (Felin et al., 2012;Teece, 2007;Felin and Foss, 2005;Helfat and Peteraf, 2003) offers a more stimulating view on spin-offs and dynamic capabilities. Its aim is to probe the lower levels of strategy's foundations, studying its actual emergence rather than analyzing it in an abstract fashion, which often results in tautologies. ...
This paper analyzes how spin-offs can contribute to the micro foundations of dynamic capabilities in rapidly growing SMEs. Building on a multi-case study, three functions of spin-offs are analyzed at a supra level: boundary spanning to sense opportunities, flexible organizing to seize them and ambidextrous orchestration to reconfigure them. At an infra level, dynamic managerial foundations include a repertoire of cognitive, managerial and social skills that both the parent company owner-managers and the spin-off entrepreneurs share. However, they leverage those skills differently in terms of scope, speed and depth, thus complementing each other at different stages of the spin-off process.
... Formulating a strategy to compete in one or more countries is complex [71]. Nowadays, the network concept is largely used, being applied in multiple scenarios-IT, logistics or business, among others. ...
In this paper, data envelopment analysis (DEA) is applied to exhaustively examine the efficiency of the main airline companies in the European airspace by using novel input/output parameters: business management factors, network analysis metrics, as well as social media estimators. Furthermore, we also use network analysis to provide a better differentiation among efficiency values. Results indicate that user engagement, as well as the analysis of the position within the airspace-from an operative perspective, influence the efficiency of the airline companies, allowing a more comprehensive understanding of its functioning.
... If firms are not able to turn any of their resources into something useful, they might not be able to gain competitive advantage. Capability refers to the ability of properties to utilize resources and perform a set of tasks to achieve certain end results (Helfat and Peteraf, 2003). If decision makers feel that they don't have the necessary resources to implement the function, they might be willing to acquire the RM function by utilizing third-party suppliers (outsourcing). ...
Revenue management (RM) in the hotel industry is fundamental as a revenue enhancer, and it is an integral part of the overall strategy of many hotel properties. However, considering the complex, technical, and costly structure of RM, not all properties can utilize it properly; consequently, they may need to outsource this function. By focusing on resource-based view (RBV), this study examined the rationale behind RM outsourcing strategy. The findings of this study provide useful information in expanding our understanding of how hotel managers make an outsourcing decision in a highly complex RM environment. The empirical findings of the study also provide a confirmation of RBV as a useful tool in RM outsourcing research.
... Research on the antecedents of sustained competitive advantage has increasingly focused on the central role of organizational knowledge, and investigated knowledge-related constructs, such as routines (Nelson & Winter, 1982), organizational capabilities (Eisenhardt & Martin, 2000;Helfat & Peteraf, 2003;Teece et al., 1997;Winter, 2003), core competences (Hamel & Prahalad, 1996), and knowledge assets (Boisot, 1998;Nonaka, Toyama, & Nagata, 2000;Teece, 1998Teece, , 2000Winter & Szulanski, 2001). In particular, the view that knowledge may be the firm's most strategically important resource (Grant, 1996;Kogut & Zander, 1992;Spender, 1996b;Spender & Grant, 1996) has triggered valuable theoretical advancement in several areas of management studies (Eisenhardt & Santos, 2002;Foss, 2011). ...
We identify a set of metaknowledge-based activities that underpin the leveraging of organizational knowledge as a strategic resource. Using interpretive grounded theory methods, we examined how two large firms reproduced their knowledge assets while transferring and adapting them to new contexts of utilization. We found that the activities of reutilization and adaptation of such knowledge assets were supported and guided by specific types and functions of metaknowledge. Our findings offer a nuanced characterization of the role of metaknowledge in collaborative settings, and open a new perspective on the relationship between managerial cognition and metacognition and the foundations of dynamic capabilities.
... These resources and abilities can see as packs of tangible and intangible assets, including an association's board abilities, its authoritative procedures and schedules, and the data and learning it controls [1]. According to [2], the resource-based view gives a clarification of competitive heterogeneity dependent on the reason that close competitors vary in their resources and capabilities in significant and durable ways. These differences in tum influence competitive advantage and disadvantage. ...
... Company's resources have remained well-defined as all assets, abilities, institutional procedures, company qualities, information, and knowledge organized by a company that empowers the company to look on and execute strategies with the aim to enhance its competence and effectiveness (competitiveness) (Barney, 1991;Daft, 1983). The extension of the resource-based view has comprised the incorporation of dynamic abilities (Helfat & Peteraf, 2003) and natural resources (Hart, 1995). The growth of assets and abilities ought to be demonstrated via enhancements in numerous institutional performance measurements. ...
... The RBV explains the connection between the firms' resources and its capabilities (Hart, 1995;Wernerfelt, 1984;Teece, 2012). According to Helfat and Peteraf (2003) resources are assets or production inputs that a firm owns or have access to, whereas capabilities are the ability to use resources to achieve organisational goals (Helfat and Peteraf, 2002). A firm can obtain sustained competitive advantage when the resources and capabilities it controls are valuable, rare, imperfectly imitable, and not substitutable (Barney, 1991;Barney et al., 2001;Hitt et al., 2016). ...
This article is based on a dataset compiled by the World Bank. This publicly accessible dataset contains information about business management which was collected from 212 EMFs that were located in ten different markets across Central, Eastern Europe and Asia. In order to measure the impact of internationalisation on product innovation in these EMFs, this article utilises the resource-based view (RBV). Through data analysis a consistent pattern showing the positive impact of the strategies adopted by internationalising EMFs to enhance their product innovations emerged. This uniform pattern was common in all EMFs. Most important, the trend showed that their product innovations were attributable to several factors that included; international physical resources, international marketing capabilities, managerial international experience, managerial perception of industry internationalisation, and international outsourcing. Thus, this article offers fine insights detailing the distinctive business manoeuvres internationalising EMFs initiate to drive product innovation. Insights from this research advance the resource-based perspective in a new way. Particularly, the new knowledge describes distinctive resource-seeking behaviours EMFs exhibit in emerging market thereby contributing to the literature on firm internationalisation and innovation.
... Introduction Helfat and Peteraf (2003) define an organizational capability as "the ability of an organization to perform a coordinated set of tasks, utilizing organizational resources, for the purpose of achieving a particular end result." Assuming that organizational capabilities form a hierarchy (Nelson and Winter, 1982;Collis, 1994;Winter, 2003;Hine et al., 2013), this definition can be applied recursively: each level of capability would call for coordination of lower level capabilities. ...
... With theoretical roots on resource-based theory (RBT), the process of generation of a capability is argued to be formed from the utilisation of owed resources into the exercise of activities and its further routinisation (Barney, 1991;Eisenhardt and Martin, 2000). Within the RBT the dynamic capabilities view (DCV) classifies its usage at individual or firm level (Eisenhardt and Zbaracki, 1992;Teece et al., 1997;Carpenter et al., 2001;Helfat and Peteraf, 2003;Teece, 2010). As a paradigm, individual-level capabilisation of HES seems mediated by the HEIs. ...
Several education theorists advocate a capabilisation model based upon two pillars: professional emancipation and activation for citizenship comprised of a balanced delivery of technical and research competences (TRC), and cross-disciplinary competences (CDC). Hence, this research makes a theoretical review of education governance literature and tests the capabilisation at Higher Education Institutions (HEI) in Denmark confined to a subset of educational support infrastructures-academic laboratories (ALs)-to grasp their contribution to HES capabilisation, which constitutes a fairly unexplored research gap. The empirical paradigm consist of an iteration along a purposive sample of fifteen HEIs. Results uncover a mismatch between national policies, universities/colleges´governancecolleges´governance, and firm expectations on graduate's competencies. A capability-gap is acknowledged concerning budgetary expenditure to education versus budgetary efficiency in graduate employment rates (GER); and between firm´s capability-requirements (CR) and HES capability-delivery (CD) to the industry. The latter suggests the notion of capability-fitness, which constitutes the microfoundation for the balanced model of higher education student´s capabilisation (BHESC) design.
... So: To deal with their external rapid change especially the recent exponential technology rate, firms need absorptive capability to renew their stocks of valuable resources by absorbing, assimilating, and exploiting an innovation throughout the firm, ( Wang and Ahmed 2007;Majumdar et al. 2010). The absorptive capability builds and reconfigures resource positions or operational routines and capabilities (Helfat and Peteraf 2003) and, through them, affects firm's performance. This indirect link between absorptive capability and competitive advantage defined firms' individual resource configurations, including their functional capability to adapt and synchronized with the technological change, which would shape the firms' competitiveness (Zott 2003). ...
Although some studies have investigated the role of
both technology and market to disruptive innovation and then its
effect to firm competitive advantage, it is still few studies
analyzing the moderating factors of disruptive technology to
competitive advantage. This study is to explore empirically how
firm dealing with the disruptive technology in power utility
industry. Three disruptive technologies have been selected which
are renewable energy, battery storage technology and smart grid.
In addition, three moderating factors have been identified:
entrepreneurial leadership, absorptive capability, and technology
adoption. Based on 99 measured indicators using 336 innovators’
feedback representing 118 business unit of Indonesia Electricity
Company (PLN), it is found that disruptive technology is
negatively affect the firm competitive advantage. However the
empirical test shows that the impact can be reduced by firm’s
excellent absorptive capability. The interrelation between push
and pull factors of disruptive technology is positively significance.
The finding is highly relevant to Board of Directors (BOD) or top
management team (TMT) who is struggling to find strategy for
dealing with the effects of disruptive technology which has
dramatically changed the recent business competition landscape.
... While the fundamental role of institutions, or the "rules of the game" (North, 1990), is widely recognized across the social sciences and specifically in business history (e.g., Butzbach, 2018;Cain & Haddock, 2005;Malerba & Orsenigo, 2015), there is much less research in the field of strategy on how nano-level decision-making is motivated or constrained by institutions. Rare examples include 1 In line with the resource-based view of the firm (Eisenhardt & Martin, 2000;Helfat & Peteraf, 2003), investments in technology and process innovation, pre-entry experience and early entry all contribute to the resource base of the firm which hence improve its chances of survival. As the industry evolves through stages, the required resources change (Dobrev, Kim, & Solari, 2004). ...
Research Summary
We explore the qualitative differences in entries and exits over time. Using qualitative and quantitative data on 96 firms over 200 years, we study industry evolution from the perspective of individual decision‐making situations. Our historical and statistical analyses reveal the vital role of technology investments in determining firm outcomes, and the technological, institutional and governance dynamics that lead firms to invest or to abstain. Our main theoretical and methodological contribution concerns the importance of the multiplicity of firm‐level rationalities and decisions as fundamentals in theorizing on industry evolution.
Managerial Summary
What determines firm outcomes in terms of acquisition, dissolution, and survival? This article answers this crucial question of strategy and elaborates on the extent to which the outcome is under top management control. Our findings highlight the importance of technology investments and we identify factors that make such investments possible and profitable. Our results emphasize that firms weighing options must assess the economic meaningfulness of generational technology investments which result in narrowing profit margins and intensifying competition. Another insight concerns the management of political risks. Long‐term fluctuations in regulation and foreign trade policy make it hazardous to optimize to the contemporary political regime. Skillful strategists invest in geographical and technological complexity, which in combination increase the chances of survival in rapidly changing political regimes.
... The results of the study indicate that self-learning is a continuous reciprocal interaction between cognitive, behavioral, and environmental factors. Many experts have examined the mechanism of sustainable competitive advantage in accordance with the theory of Resource-Based View (RBV); including core competence (Hamel and Prahalad, 1994), dynamic capability (Teece et al., 1997), capability lifecycle (Helfat and Peteraf, 2003), and routines and skills (Nelson and Winter, 1982). However, there are still few RBV concepts developed to examine the role of entrepreneurship as a vital source of competitive advantage, even though the ability of entrepreneurs is undoubtedly the primary human resource owned by the company (Tokuda, 2005).E ...
This research aims to empirically study the effect of self-learning, entrepreneurship competence, and entrepreneurship orientation on micro business performance in the special province of Yogyakarta. The research design used a quantitative approach through research instrument. The unit of analysis was 1,767 business units. The population of this microenterprise is individual; the number of samples in this study is 165. The data were gathered through face to face distribution by the researcher. Random sampling technique was used to collect the respondents of this study. The result of this study showed that all exogenous variables; self-learning, entrepreneurial competence, and entrepreneurial orientation have positive and significant effects on entrepreneurial behavior. All of these findings are proven by probability value < 0.05. The most significant influence is entrepreneurial orientation (0.504), and the second is entrepreneurial competency (0.466), and the lowest is self-learning (0.057). That is, the three exogenous variables can directly enhance entrepreneurial behavior. All exogenous variables, namely self-learning, entrepreneurial competence, and entrepreneurial orientation, do not affect the performance of micro-enterprises. All of these findings are proven by probability value < 0.05. That is, the three exogenous variables cannot directly improve the performance of micro-businesses. Since entrepreneurial behavior has a positive and significant direct effect on micro-business performance, all exogenous variables can indirectly improve micro-business performance through efforts to increase entrepreneurial action, which acts as a variable intervening.E
... However, past studies show no consensus on whether or not the development of dynamic capability has direct or indirect implications on performance. Some studies have found that dynamic capability has an indirect effect on performance through operational performance (Eisenhardt & Martin, 2000;Helfat & Peteraf, 2003;Sapienza et al., 2006), while others suggest that dynamic capabilities have a direct influence performance (Deeds et al., 2000;Lin & Wu, 2014). The development of dynamic capabilities have a broad range of firm operational activities to support business development, innovation and alliance (Schoemaker et al., 2018). ...
Industry 4.0 drives enterprises to transform their capabilities especially in innovation and their capabilities to adapt with dynamic market. The capabilities can be fostered when the leader is oriented towards digital technology and market orientation. The role of digital leadership has gained attention for studies to develop innovation and dynamic capabilities based on market orientation. Studies have been conducted on dynamic capabilities with focus on the strategy, management and economic literature including the understanding of its driving key to success. However, the study on the role of digital leadership on the development of dynamic capability based on innovation capability and market orientation has not been intensively discussed. It is argued that the development of dynamic capability and innovation capability is strongly driven from a combination of digital leadership and market orientation. Data in this study is taken from a survey conducted on 88 Indonesian telecommunication firms as a unit for analyses. The results show that digital leadership had a strong direct and indirect relationship with dynamic capability, however the strong path in developing capability is determined from the development of innovation capability that is driven from digital leadership based on market orientation. The finding reinforces the role of digital leadership as a critical influence on development of dynamic capability. Future studies are suggested to extend the research by exploring the research model to elaborate more on the impact of collaboration, leveraging a larger sample size and better statistical tools. A longitudinal study on the companies that implement the transformation based on dynamic capabilities is also recommended for future studies.
... Operational capability is defined as a high-level routine that affects output for a firm (e.g. labor management, financial management, and marketing management) (Helfat and Peteraf 2003;Teece 2007). In other words, operational capabilities enable firms to successfully perform their day-to-day activities. ...
Farm diversification has been widely regarded as a panacea for improving the rural economy within the Common Agricultural Policy (CAP). However, the CAP provides less support for the entrepreneurial behavior that farmers need to exhibit to make diversification successful. Previous studies have identified the capabilities and preferences of farmers as determinants of diversification. Although, the complex relationship between these factors and diversification decisions is not well understood. Using data from a survey of 182 farms located close to urban areas in the UK, this paper reports on one of the first studies to quantitatively explore farm diversification through identifying the impact of the entrepreneurial behavior of farmers and the role of family businesses. Using structural equation models, the results suggest that farmers’ marketing capabilities mediate the positive influence that entrepreneurial ability has on diversification. Moreover, while preferences for maintaining the farm as a family business have a negative effect on entrepreneurship and diversification, a desire for the family business to make a social contribution has a more positive impact. These findings have significant implications for EU rural development policies and for the future development of rural policies in the UK in light of its impending departure from the EU.
From a resource action perspective, a configuration analysis was performed on 219 cases of new retailers using fuzzy set qualitative comparative analysis (fsQCA). The major study findings are as follows: (1) Digital transformation capacity and resource management behavior are essential conditions for high performance of new retailers. (2) Seven configurations drive high performance of new retailers. (3) Under a specific configuration, there are potential substitution relationships between digital culture and corporate reputation, “digital culture + human resources” and basic resources. Accordingly, new retailers should take measures such as establishing a three‐layer conditional combination chain to promote sustainable development.
This study explores the heterogeneous patterns of companies in terms of their AI capabilities by analyzing various combinations of AI-specific resources. Drawing on the resource-based theory of the firm, we develop an analytical framework comprising two key dimensions: AI infrastructure and AI competencies, and employ two scores to quantify these dimensions. We apply this approach to a dataset of 215 companies and categorize them into four distinct groups: beginners, followers with strong AI-infrastructure, followers with strong AI-specific human resource, and leaders in terms of AI capabilities. Our analysis provides insights into the companies’ sectoral affiliation, size classes, fields of usage of AI, and make or buy decisions regarding the uptake of AI solutions. Our findings suggest that the manufacturing and construction industry had the highest proportion of beginner companies with low AI capabilities, while the services and IT industry had the largest share of leader companies with strong AI capabilities. The study also shows that companies with different levels of AI capabilities have distinct motives for adopting AI technologies, and leading companies are more likely to use AI for product innovation purposes. Overall, the study provides a comprehensive analysis of the various AI-specific resources that contribute to a company’s AI capabilities and sheds more light on configurations of AI-specific resources. Our analytical framework can help organizations better understand their AI capabilities and identify areas for improvement.
Due to the spread of COVID-19 virus, the Palestinian government imposed strict lockdown, panned vehicular travel, and imposed paying the government sectors’ employees through ATMs only on specified paydays to limit traveling and avoid crowding. This paper investigates the performance of queuing at ATM machines during the emergency period in Nablus city, Palestine and optimizes the service while maintaining the required health instructions. Field observations and analysis showed high congestion levels and long queues at ATMs, which is contrary to what the government planned for. Under the specified payday schedule and the current ATMs, waiting time extended to two hours and queues reached up to 39 persons. It is concluded that by redistributing the paydays based on demand and the spatial distribution of demand and ATMs, as well as adding mobile ATMs to meet excessive demand, waiting time and queue length will be considerably reduced with various levels from one payday to another. This will reduce the risk of spreading the virus due to crowding at ATMs.
Keywords: Queuing Analysis; ATM; Quarantine; COVID-19; Spatial model.
The financial outcomes of research and development (R&D) expenditures and intangible assets are not instantaneous and straightforward. To explore the varied perspectives of these relationships, quantile regression technique is used to understand whether and how such relationships vary for the firms with different financial strength. The findings provide insights in risk-return paradigm of R&D investment and the successive return, besides helping the policy makers to settle the priority sector, to get the expected result in line with country's investment policy.
This study examined the influence of knowledge acquisition on organizational dynamic capabilities of telecommunication firms in the south-south region of Nigeria. A sample of 136 respondents was drawn through proportional sampling technique from the population of 210 managers and supervisors of four Nigerian Communication Commission recognized and authorized Global System Mobile telecommunication firms in the South-South region of Nigeria. The research design is correlation survey design. Data comprised of more data sources using the structured questionnaire. The instrument used for data collection was valid by experts and reliable with a reliability coefficient of 0.70. The Spearman's, rank order correlation coefficient was used to test the relationship between knowledge acquisition and the measures of organizational dynamic capabilities (sensing, learning and reconfiguring capabilities). Findings revealed that Knowledge acquisition impacts positively on the organizational dynamic capabilities of telecommunication firms in the South-South, Nigeria. The study however recommends that Knowledge acquisition should focus on the creation, generation or capture of knowledge that offers distinct and unique advantages or positions to the organization. As such knowledge acquisition practices should emphasis on knowledge features that offer inimitable processes, systems and functions to the organization such that it is more competitive and able to develop itself more successfully.
Το βιβλίο αυτό περιλαμβάνει τα ευρήματα μελέτης η οποία εκπονήθηκε για την Ακαδημία Αθηνών. Στόχος της μελέτης είναι η εκτίμηση της ανταγωνιστικότητας της ελληνικής ναυτιλίας και των επιχειρήσεων της, καθώς και οι προοπτικές τις οποίες αυτή η ανταγωνιστικότητα μπορεί να εξασφαλίσει στη μελλοντική πορεία του στόλου, στο νέο θεσμικό και ανταγωνιστικό πλαίσιο που διαμορφώνεται στις παγκόσμιες ναυτιλιακές αγορές. Επιπλέον, η μελέτη, αναζητά τις σχέσεις και αλληλεπιδράσεις ναυτιλίας και εθνικής οικονομίας, εξετάζοντας τις άμεσες επιδράσεις αλλά και τις πολλαπλασιαστικές επιδράσεις της λειτουργίας των ναυτιλιακών επιχειρήσεων στην Ελλάδα σε επίπεδο απασχόλησης και επενδύσεων. Η μελέτη συνδυάζει μεθοδολογικά εργαλεία της ναυτιλιακής οικονομικής, των νέων θεσμικών οικονομικών, της διοίκησης και της στρατηγικής των επιχειρήσεων, της ιστορίας επιχειρήσεων και της οικονομικής ιστορίας για την ανάλυση του ρόλου της ναυτιλίας ως ηγετικού κλάδου της ελληνικής οικονομίας. Εκτός της θεωρητικής προσέγγισης η μελέτη αξιοποιεί σημαντικό αρχειακό/εμπειρικό υλικό.
Η ύλη – εκτός της εισαγωγής και των συμπερασμάτων - αναπτύσσεται σε επτά κεφάλαια. Στο δεύτερο κεφάλαιο εξετάζεται η εξέλιξη της διεθνούς ναυτιλίας στη διάρκεια του 20ού αιώνα και η θέση της ελληνικής ναυτιλίας σε αυτήν, με έμφαση στη μεταπολεμική περίοδο. Στο τρίτο κεφάλαιο εξετάζεται η σημασία της «εξάρτησης από την τροχιά του παρελθόντος» (path dependence) και η συμβολή της στη διαμόρφωση της σύγχρονης πορείας της ελληνικής ναυτιλίας. Στο τέταρτο κεφάλαιο αναλύονται οι ενδογενείς παράγοντες που συνέβαλαν στην ανάπτυξη του στόλου, οι οποίοι αναφέρονται στις μεθόδους οργάνωσης και διοίκησης των επιχειρήσεων καθώς και στις στρατηγικές που αυτές υλοποίησαν. Στο πέμπτο κεφάλαιο εξετάζεται ο ανθρώπινος παράγοντας. Η ανάλυση επικεντρώνεται αφενός στη συμβολή της επιχειρηματικότητας του ανθρώπινου δυναμικού στην ανάπτυξη του στόλου, είτε εφοπλιστών, είτε εργαζομένων που εξελίχθηκαν σε εφοπλιστές και αφετέρου στη συμβολή του συντελεστή εργασία, του ανθρώπινου δυναμικού στα πλοία και τα γραφεία των επιχειρήσεων, στην ενίσχυση της ανταγωνιστικότητας των πλοίων του ελληνόκτητου στόλου. Στο έκτο κεφάλαιο αναλύεται η σχέση της ελληνικής ναυτιλίας με την ελληνική οικονομία, ενώ στο έβδομο κεφάλαιο εξετάζονται οι τάσεις που καταγράφονται σε σχέση με το ρυθμιστικό πλαίσιο που ισχύει στο χώρο της φορτηγού ποντοπόρου ναυτιλίας και πως αυτές επηρέασαν τους όρους ανταγωνιστικότητας της ελληνικής ναυτιλίας. Τέλος, στο όγδοο κεφάλαιο εξετάζονται οι προοπτικές της ελληνόκτητης ναυτιλίας και οι τρόποι ανταπόκρισης στις προκλήσεις των αγορών αλλά και των ρυθμίσεων που καθόριζαν το πλαίσιο λειτουργίας τους.
Faktor-faktor penentu apa saja yang mempengaruhi keberhasilan adopsi teknologi?
Buku ini dimulai dengan pendahuluan yang menjelaskan
bagaimana relasi antara perubahan sosial dan perkembangan teknologi. Kemudian bab kedua menjelaskan secara fundamental
dua terminologi dasar dari topik utama buku ini yaitu teknologi
dan adopsi teknologi, dilanjutkan pembahasan mendasar teoriteori
atau konsep terkait adopsi teknologi. Bab selanjutnya menjelaskan praktek-praktek adopsi teknologi berdasarkan kontek dan kontennya. Kontek terjadinya adopsi teknologi dibagi menjadi empat ruang lingkup; nasional, industri, perusahaan dan organisasi nir laba. Bab keempat menjelaskan secara rinci relasi antara utilisasi teknologi dengan keunggulan daya saing pada skala nasional maupun lingkup perusahaan. Bab kelima mengulas tentang status teknologi termasuk konsep Technology Readiness Level (TRL) dan disruptive technology. Bab keenam mengulas pentingnya sistem manajemen teknologi (technology management system) pada suatu perusahaan. Buku ini ditutup oleh pembahasan bagaimana strategi yang tepat untuk memanfaatkan teknologi bagi peningkatan kinerja perusahaan melalui model pendekatan organisasi.
Driven by significant innovations in manufacturing on the edge of a ‘second machine age', automation will play a pivotal role in turning the world of work upside down. Digitized manufacturing is fundamentally changing relations between human and machine. The expected symbiosis has not yet been systematically organized, since human resource management has widely ignored the topic of automation. If HRM fails to answer the final call, it will lose its influence in smart factories, ultimately being replaced by other functions. Our theoretically derived concept of human‐automation resource management (HARM) discloses a possible way out by specifically tackling the conjunction between humans and machines. We will sketch HARM as the combination of HRM and automation management and, therefore, as the next evolutionary step in the advancement of HRM. After supporting the strategic integration by means of its synergistic benefits, we will determine the tasks HARM is expected to fulfill at the automation‐people‐nexus.
Although the notion of skills is central to discussions of innovation management, both scholarly and applied, there is little consensus on what skills precisely mean. To close this gap, we put forward a framework to clarify a hitherto elusive concept of skills along with a cohort of related organizational resources (i.e. knowledge, artefacts, cultures, routines and competencies). The framework submits that (a) skills are the composites of explicit and tacit knowledge applied, in a different proportion, to a given task to be exercised and (b) skills, in complex combination of with other organizational resources (e.g. artefacts, cultures and routines) generate core competencies.
Value is the unit of analysis for a business model, and also the main goal of strategy. From both an academic and a practical
point of view, the question that guides the definition of a business model is: how to create, configure and appropriate value?
Strategic management and business model theories have already progressed significantly in some aspects of value, but present
major misunderstandings to answering this question, especially because they still work from a static view of value, based only
in the content or result. The paper aims to develop a theoretical articulation of business model and strategy through a dynamic
perspective of value, based on the combination of strategy content and strategy process. In order to accomplish this task, it
tooks contributions from several fields of knowledge underpinning value, such as economics, marketing, strategic
management and organizational configuration. The main proposition is that a business model is an emergent structure, defined
through the interplay of strategic decisions for discovering and recognizing opportunities (value creation) but also for
implementing (value configuration) and profiting from them (value appropriation).
A compreensão das vantagens competitivas é uma das principais questões teóricas da pesquisa em estratégia. Sabe-se que os recursos estratégicos geram vantagem competitiva e que a divulgação de informações estratégicas de forma transparente, principalmente de recursos, valoriza a organização para os investidores e funciona como atrativo. Dentro deste contexto, analisou-se se a disseminação de recursos estratégicos influencia o desempenho das organizações. Vinte empresas da Bolsa de Valores de São Paulo do setor mais rentável da B3 de 2010 a 2018 fizeram parte da análise. Uma abordagem qualitativa é adotada através de uma análise detalhada dos recursos estratégicos dos Formulários de Referência. Esta análise foi realizada com o auxílio do software Atlas TI. Após essa etapa, o número de divulgação de recursos estratégicos foi comparado com o desempenho medido pelo ROE. O estudo contribui para a evolução da pesquisa em estratégia em relação à RBV e à Teoria da Divulgação e, como contribuição prática, para auxiliar na escolha estratégica das informações divulgadas. Concluiu-se que a divulgação de recursos estratégicos não influencia o desempenho das empresas da amostra. As empresas optam por divulgar o que é vantajoso e não consideram vantajoso divulgar recursos estratégicos, pois há um risco maior de os concorrentes copiarem sua estratégia de recursos. para auxiliar na escolha estratégica de informações divulgadas. Concluiu-se que a divulgação de recursos estratégicos não influencia o desempenho das empresas da amostra. As empresas optam por divulgar o que é vantajoso e não consideram vantajoso divulgar recursos estratégicos, pois há um risco maior de os concorrentes copiarem sua estratégia de recursos. para auxiliar na escolha estratégica de informações divulgadas. Concluiu-se que a divulgação de recursos estratégicos não influencia o desempenho das empresas da amostra. As empresas optam por divulgar o que é vantajoso e não consideram vantajoso divulgar recursos estratégicos, pois há um risco maior de os concorrentes copiarem sua estratégia de recursos.
ÖZGÜR ÇARK DÜNYA veya daha güncel bir ifade ile küresel köy, bilgi teknolojilerinde yaşanan gelişmelerin hayatın tüm noktalarını derinden etkilediği zamanları yaşamaktadır. Bu etkkleşim isanların gündelik hayatının hemen hemen her noktasında yaşanmaktadır. Sabah gözlerini açar açmaz başlayan insan-teknoloji etkleşimi gözlerini tekrar kapayana kadar hemen hemen her saniye devam etmektedir. Çoğu kişinin sabah uyandığında ilk işi, komidinin üzerindeki telefona uzanıp onu şarjdan almak ve e-postalarına, mesajlarına ya da o günkü haberlere ve gündeme dair gelişmelere göz atmak olmaktadır. Arabasına bindiğinde navigasyonla olan etkileşim, kahve almak için hediye puan kampanyaları ve şifreleri ile devam etmektedir. İşte bu insan-teknoloji etkileşiminin en ciddi boyutlarda yaşandığı ortamların başında ise iş yerleri gelmektedir.
Contextualized-driven theories for organizations in developing countries are growing. In this paper, we build on some specialized microcredit institutions configuration to create value. They compete at the Bottom of the Pyramid (BOP) in emerging markets, and try to generate social and economic value through the creation of commercial capabilities in order to improve the relationship with the client, thus generating value. Our empirical domain refers to a sample of Colombian specialized microcredit institutions. Theory relies on the resource based-view of firms, applied to the mentioned context. The unit of analysis is commercialization capability in its organizational environment: organizing for commercialization capability. Main findings relate to organizational categories that configure a system to create social and economic value to micro-entrepreneurs: microcredit social strategy, management capability in microcredit, active corporate governance, relational culture, and motivated human talent.
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