The firm’s role, besides producing goods and services, is to promote technological change and innovation. While academic research on technological capabilities has led to a better understanding of ...the process of technical change itself, there is no consensus on the ultimate definition of innovation capability. The purpose of this paper is to present a framework for innovation capability. This is formed by four key capabilities (technology development, operations, management and transaction) that enable firms to reach Schumpeterian profits. Given that the study is characterized as a theoretical paper, methodologically is supported on an extensive literature review. Our main findings can be summed up in three aspects: (1) every firm has all four capabilities; none of them are null; (2) to be innovative, at least one of the firm’s capabilities must be predominant; (3) any firm, when established, is primarily technological or transactional, in a second stage, operational or managerial.
Despite the growing trend among small and medium enterprises (SMEs) of utilizing the Internet for internationalization, academic research in this area remains sparse. This paper presents and ...empirically evaluates a theoretical framework of the effect of Internet capabilities, comprising platform and web capabilities, on export marketing capabilities and export performance for SMEs in emerging markets. Furthermore, we examine the contingencies in this relationship. Based on a sample of Chinese SMEs, our empirical findings indicate that platform and web capabilities are positively related to export marketing capabilities and export performance. Moreover, product complexity and competitive intensity moderate the effects of platform and web capabilities on export marketing capabilities. Additionally, we discuss the theoretical and managerial implications.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
A significant amount of empirical work has examined the role of alliances in enhancing firms’ innovative output and economic performance. Most of this research directly relates organizational and ...environmental attributes to alliance-related outcomes. However, in recent years, empirical research has begun to recognize the crucial role of alliance capabilities in explaining performance heterogeneities across alliances and across firms engaging in alliances. But no systematic review of the growing body of empirical research on alliance capabilities has been undertaken to help us understand why and how capabilities matter. In our paper, we first review prior empirical research on alliance capabilities, their antecedents, and their outcomes in terms of a framework that distinguishes between (1) three levels of analysis, an individual alliance versus a portfolio versus a dyad; and (2) two stages of the alliance, preformation versus postformation. We then advance the literature through an integrative conceptual framework of alliance capabilities that distinguishes capabilities in terms of their effects on value creation and value capture. Finally, we synthesize the insights from our review and integrative framework to provide methodological suggestions and identify underexplored theoretical themes for future work.
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NUK, OILJ, SAZU, UKNU, UL, UM, UPUK
PurposeIn this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) ...and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.Design/methodology/approachThis is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.FindingsExisting typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.Originality/valueThis paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.
Purpose The purpose of this paper is to systematically review the resilience literature to integrate the fragmented views and provide a more comprehensive understanding. This study aims to fill the ...gaps in the literature by discussing scientific contributions and highlighting the main issues in previous research findings regarding the definitions, dimensions and concepts that make up organizational resilience. This research highlights organizational resilience from a capabilities perspective. Design/methodology/approach This paper uses the systematic literature review method by searching all previous studies studying organizational resilience from 2014 to 2023. In total, there are 28 articles reviewed from the Scopus database. Findings This study found that resilience is a complex concept and has many definitions and dimensions. This study also conceptualizes organizational capability with a pyramid, which illustrates the basic framework of the six stages of the resilience process and hierarchically forms organizational resilience. Research limitations/implications First, the keyword search strings on the repository database are currently limited to a few keywords. Need to broaden the range of keywords so as to produce a more comprehensive review. Second, the exclusion of books, book chapters and conference papers limits research findings and results. These sources are likely to enrich resilience development from various perspectives. Even though Scopus is the largest repository database, the research findings are not yet fully generalizable. Future researchers can add data from WoS, Ebsco or other databases. Literature obtained from various databases that can provide broader results. Practical implications The practical implications of this study are to provide a basis for managers in making decisions for organizational sustainability. Managers can consider each stage in the resilience capability pyramid as a reference for making strategic plans and relational orientation toward organizational members. Originality/value This research provides a hierarchical perspective on organizational resilience capabilities. For academics and practitioners, this study provides a critical and comprehensive systematization of the limited academic literature on resilience. This study also offers opportunities for further research to overcome the limitations of empirical testing of resilience capability construction using various theories and methodologies.
How do information technology capabilities contribute to firm performance? This study develops a conceptual model linking IT-enabled information management capability with three important ...organizational capabilities (customer management capability, process management capability, and performance management capability). We argue that these three capabilities mediate the relationship between information management capability and firm performance. We use a rare archival data set from a conglomerate business group that had adopted a model of performance excellence for organizational transformation based on the Baldrige criteria. This data set contains actual scores from high quality assessments of firms and intraorganizational units of the conglomerate, and hence provides unobtrusive measures of the key constructs to validate our conceptual model. We find that information management capability plays an important role in developing other firm capabilities for customer management, process management, and performance management. In turn, these capabilities favorably influence customer, financial, human resources, and organizational effectiveness measures of firm performance. Among key managerial implications, senior leaders must focus on creating necessary conditions for developing IT infrastructure and information management capability because they play a foundational role in building other capabilities for improved firm performance. The Baldrige model also needs some changes to more explicitly acknowledge the role and importance of information management capability so that senior leaders know where to begin in their journey toward business excellence.
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BFBNIB, CEKLJ, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UL, UM, UPUK
Effective supply chain management (SCM) capabilities are critical to the success of organizations. Although research over the past three decades (i) firmly establishes that SCM plays a significant ...role in corporate strategy, (ii) either suggests and/or finds strong positive results for the impact of different types of SCM capabilities on firm performance, and (iii) indicates that intra‐firm and inter‐firm capabilities are central to the effectiveness of SCM, how firms come to have the SCM capabilities stays somewhat underexplored. Therefore, to understand how firms can bundle effective SCM capabilities, we (i) develop a brief overview of capabilities research, (ii) use the subprocesses of capability bundling—stabilizing (building), enriching (developing), and pioneering (creating)—as a framework for reviewing SCM research, (iii) review 236 articles from 66 journals to develop an integrative framework of capability bundling for SCM effectiveness, (iv) discuss the findings from the review for SCM capability bundling, and (v) delineate a comprehensive research agenda that provides specific insights into how firms can come to have SCM capabilities for competitive advantages in the marketplace. In doing so, we hope to initiate a silo‐breaking, cross‐disciplinary research program on how firms bundle capabilities for competitive advantages.
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BFBNIB, FZAB, GIS, IJS, IZUM, KILJ, NLZOH, NUK, OILJ, PILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
Purpose
The purpose of this paper is to examine when and how organizations build big data analytics capability (BDAC) to improve supply chain agility (SCA) and gain competitive advantage.
...Design/methodology/approach
The authors grounded the theoretical framework in two perspectives: the dynamic capabilities view and contingency theory. To test the research hypotheses, the authors gathered 173 usable responses using a pre-tested questionnaire.
Findings
The results suggest that BDAC has a positive and significant effect on SCA and competitive advantage. Further, the results support the hypothesis that organizational flexibility (OF) has a positive and significant moderation effect on the path joining BDAC and SCA. However, contrary to the belief, the authors found no support for the moderation effect of OF on the path joining BDAC and competitive advantage.
Originality/value
The study makes some useful contributions to the literature on BDAC, SCA, OF, and competitive advantage. Moreover, the results may further motivate future scholars to replicate the findings using longitudinal data.
The focus of this research revolves around applying the dynamic capabilities (DC) considering technological, organizational, and environmental dimensions (TOE framework) to explore the digital ...transformation (DT) and innovation. The current literature has shown a limited focus on integrating DC with the TOE framework, inspiring this research to address this gap. This research adopts a quantitative approach employing partial least square structural equation modeling (PLS-SEM), leveraging a survey with 325 respondents from 48 banks in Indonesia. The study identifies the necessary organizational capabilities for DT and innovation, encompassing technological capabilities representing technology, strategic and organizational capabilities representing the organizational dimension, as well as ecosystem and governance-risk-compliance (GRC) capabilities representing the environmental dimension. The findings unveil that technology and ecosystem capabilities have a positive and significant impact on DT and innovation. Organizational capabilities positively influence innovation but exhibit a negative impact on DT. Strategic capabilities positively affect DT and negatively impact innovation, while GRC capability enhances its role in DT, contributing to improved company performance. This research adds to the theoretical understanding of DC within the TOE framework and offers managerial insights to assist the banking sector in effectively managing capabilities for successful DT and innovation.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
•Software development capability - the ability to use employees' knowledge and capabilities to develop software - and innovative capability - the ability to use novel and imaginative approaches to ...develop software - enhance the competitiveness of software development firms.•Intellectual capital (IC) contributes to the competitiveness of software development firms by building software development and innovative capabilities.•Intra-firm relational capital (IRC) variables - commitment, trust, and relational intensity - facilitate intellectual capital (IC) and, in turn, enhance software development and innovative capabilities, contributing to software development firm competitiveness.
Software is critical to nearly every organization's performance and can create value for all organizational functions. Given that software development firms that create solutions for client organizations are by necessity constantly seeking competitive advantage, the central objective of this research was to investigate the impact of capability building on software development firm competitiveness. Developing software is a knowledge-intensive and often complex process that requires internal exchanges among knowledgeable and capable employees within the firm. Accordingly, for software development firms, capability building is critical for competitive advantage. This research draws from capability, intellectual capital, and relational capital research streams and develops an intra-firm relational capital to intellectual capital model of capability building for software development. Analyses of data from key informants of 200 software development firms provide strong support for our model. We discuss the implications of our research for the competitiveness of software development firms for capability, intellectual capital, and relational capital theories and for firm practices.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
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