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Al explorar la relación entre organizaciones públicas y entorno, la literatura en administración pública favorece la noción de que el entorno de dichas organizaciones es estático y, por lo tanto, la gestión efectiva se fundamenta en rutinas e instituciones que dotan de capacidad de respuesta ante eventos. En este artículo se argumenta que la capacidad de respuesta puede ser inefectiva ante cambios del entorno. El estudio de la relación entre organizaciones públicas y su entorno puede enriquecerse al considerar entornos dinámicos, especialmente para distinguir entre capacidades de respuesta y de adaptación. When exploring the relationship between public organizations and their environment, literature in public administration has favored the notion that the organization’s environment is static and, therefore, effective management is grounded in routines and institutions providing capabilities to respond to events. In this article, we argue that the capabilities to respond could become ineffective when facing changes in the environment. The study of the relationship between public organizations and their environment could be enriched by considering dynamic environments, specially to distinguish response from adaptation as different types of capabilities.

Almost two decades ago, Prahalad and Hammond [Harv Bus Rev, 80(9):48–59, 2002] introduced the base/bottom of the pyramid (BOP) approach to profitably serving the poor with business models adapted from developed markets while alleviating poverty. In response to disappointing results and ethical criticism, the BOP approach evolved from a just-for-profit approach with a passive role of the poor to an inclusive development approach that integrates the principles of the triple bottom line. A recent review of the BOP literature [Dembek et al., J Bus Ethics 165(3):365–382, 2020], however, reveals a lack of empirical evidence to support the sustainable BOP approach. In this paper, we specify the assumptions underlying the sustainable BOP approach and test them using structural equation modeling with clustered robust standard errors on a unique dataset of 212 firms. Our findings show that BOP business model involvement and adaptive capacity are significant drivers of the triple bottom line at the BOP; however, business model adaptive capacity does not guarantee an ecologically sustainable performance at the BOP. We find that there is a need for further extension of the ethical foundations of the sustainable BOP approach.

This paper investigates how important sources of heterogeneity shape the way in which family firms (FFs) enter foreign markets. By integrating insights from International Business and Family Business literature, we claim that the interplay between the generation ruling the firm and the presence of non-family board members direct the choice between a greenfield investment vs. the acquisition of a local unit. FFs prefer to enter foreign markets through greenfield investments, especially when run by the founders, due to their emotional attachment to the firm and to the lack of adequate organizational capabilities to undertake and manage cross-border acquisitions. The bias towards greenfield investments is corrected by the presence of non-family members in the board. However, we claim that non-family directors’ voice is on average more effective in second-generation FFs as they show an average lower SEW orientation, while FFs surviving in the long term are those ruled by the successors more authoritative in imposing attention on the preservation of family values. Therefore, third-and-beyond generation FFs present a higher SEW orientation as well as diversified organizational capabilities, which make them less incline to follow external advice. We test our hypotheses on a sample of 1,849 manufacturing initiatives undertaken abroad by 532 Italian FFs in the period 2000–2013.

This study investigates which organizational capabilities (OC) enable Work Integration Social Enterprises (WISEs) to pursue both social objectives and sustainable sources of revenue. It does so by focusing on the nature and use of OC that support both the social and the economic sustainability of this type of enterprise. The focus of the study is a consortium of 22 organizations that operate under the umbrella of Harmony, the fictional name of a WISE founded in Veneto, Italy. Case study analysis revealed three essential key prosocial capabilities supporting social innovation, namely the capability to engage and include stakeholders, the capability to learn from stakeholders and the capability to grow by diversification. We recommend that WISEs should establish a set of prosocial routines which enable solutions to complex neglected issues, such as the integration of the various categories of people facing specific challenges and which explicitly work towards the creation of social value.

In levers of control (LoC) research, empirical and conceptual ambiguities have hampered the establishment of a coherent body of knowledge. Mixed findings, variability in the approaches to account for the levers’ combined use, and variability in conceptual choices (e.g., the conceptualization of interactive and diagnostic control) have caused this unsatisfactory state. In response, we validate and extend theory on the LoC framework by meta-analytically synthesizing quantitative evidence from 58 independent samples and 10,374 observations. We develop two models of the combined use of the levers, which portray their simultaneous use and mutual relationships, and relate them to capabilities and performance. For theory validation, we uncover stylized facts that demonstrate that organizations use the four levers in combination, not in isolation. Moreover, following the logic of the resource-based view, the levers are related to performance via capabilities. These relationships are robust to moderating influences of the dimensions and conceptualization of interactive control and managers’ hierarchical level. For theory extension, we systematically uncover the need to complement the resource-based view with other theories and offer related suggestions. Our moderator analyses identify boundary conditions that limit the generalizability of the LoC framework. For example, surprisingly, the conceptualization of diagnostic control emerges as a boundary condition. On a general level, our findings might serve as an inspiration for better appreciating future survey-based knowledge creation in management control research and also provide researchers from other disciplines with a more comprehensive understanding of the enhancement of capabilities and performance.

The purpose of the current study is to examine the mediating role of organizational learning on a firm’s capabilities, corporate governance, leadership styles, and the firm’s sustainability. Moreover, the innovative culture used as a moderating variable between organizational learning and the firm’s sustainability. Data were collected from manufacturing organizations operating in Malaysia. This study used simple random sampling technique in data collection. Cross-sectional design and correlational design were used in meeting the objectives of the research. There were 550 questionnaires distributed among respondents,and only 382 questionnaires were returned back, 15 questionnaires were excluded from the 382 questionnaires because of misleading and missing values. Hence, in the final analysis, only 367 questionnaires were used. Findings reveal that organizational capabilities and corporate governance significantly enhance both organizational learning and a firm’s sustainability. Moreover, leadership styles significantly enhance organizational learning but have no influence on a firm’s sustainability. Organizational learning significantly mediates between organizational capabilities, corporate governance, leadership styles, and the firm’s sustainability. Organizational learning also has a significant influence on the firm’s sustainability. Finally, innovative culture significantly moderates between organizational learning and the firm’s sustainability. The practical contribution of this research is that the top management can focus on these indicators in measuring firm’s sustainability. © 2020, Kauno Technologijos Universitetas. All rights reserved.

Responsible Business Model Innovation is increasingly becoming a relevant challenge in academic research and business practice, mainly in the Asian context. Changes in business models are widely acknowledged as a key strategy for achieving long-term innovation. However, little is known about the design journey of Responsible Business Model Innovation. By applying the knowledge-based view and stakeholder theory, this paper introduces the founding pillars of Responsible Business Model Innovation, namely: Corporate Social Responsiveness, Inclusiveness, and Reflective Knowledge Exchange. Based on the analysis of extended bodies of literature published between 2011 and 2021 on business model innovation, sustainability innovation, stakeholder theory and responsible innovation, the article explores the state of the art of business ethics and dynamic capabilities in Asian organizations. Findings show that recent research in the field of sustainability and ethical values are improving the impact on business models, thus encouraging the advent of Responsible Business Model Innovation. This article contributes to the emerging field of responsible innovation and offers novel theoretical and practical implications for academy and practitioners, including a first attempt to develop a road map to be followed to achieve of sustainable and ethical values for business and society at large.

Most CEOs take a narrow, tactical view of pricing and delegate pricing to lower levels of the organization. This myopic approach is costly since it prevents companies from realizing their potential. In the hands of the best-run companies, pricing is not a battlefield tactic to win a particular competitive skirmish, but a transformative long-term strategy for sustained competitive advantage. We present an agenda, six specific action items, that defines how to unlock the power of pricing: CEOs and senior executives should (1) act as pricing champions, (2) develop a value mindset, (3) build pricing governance systems, (4) develop company-wide pricing capabilities, (5) focus on a pricing execution plan, and (6) ensure the responsible use of pricing power. CEOs and senior executives, our research suggests, should not set prices, but they should create the context, the capabilities, the behaviors, the infrastructure and the aspirations that enables their organization to excel in pricing.

Despite research showing that business model innovation (BMI) can enhance performance and create competitive advantages for small- and medium-sized businesses, these firms often do not achieve the expected outcomes. A business model can undergo irreversible fundamental changes due to Business Model Innovation (BMI), resulting in high levels of risk, uncertainty, and ambiguity. An analysis of 350 Chinese small- and medium-sized enterprises (SMEs) was conducted to determine the impact of innovating a business model on firm performance. Based on BMI calculations, this study investigates whether organizational capabilities and growth strategies impact business performance. Even though BMI is not directly correlated with firm performance, growth in efficiency and novelty, organizational capacities, and revenue are all fully mediated by growth in those factors. Revenue growth, organizational capacity, and efficiency affect a firm’s performance. The model is proven to be valid by this study. In addition to providing guidelines on implementing BMI based on a company’s strategy, this study contributes to the existing literature on BMI efforts for small- and medium-sized businesses.

Industry 4.0 increases the production efficiency and competitiveness of companies. However, Industry 4.0 implementation is comparatively low in developing countries, while Malaysian manufacturing Small and Medium Enterprises (SMEs) Industry 4.0 adoption is still in its infancy stage. This quantitative study aimed to broaden the knowledge of the driving factors that significantly strengthen Malaysian manufacturing SMEs’ readiness for the digital revolution. Based on the Resource-Based View theory, the study built a research framework to govern the investigation of organizational capabilities, SME institutional support, perceived advantage, and market factors as the driving factors of Industry 4.0 readiness, while firm size as the moderating variable. The data were collected by conducting an online survey with the owners and managers of Malaysian-owned manufacturing SMEs located throughout Peninsular Malaysia, where the firms have received some form of government assistance. The analysis of the study indicated that organizational capabilities, SME institutional support, and market factors positively correlate with Industry 4.0 readiness. It was determined that firm size only moderates the relationship between SME institutional support and Industry 4.0 readiness. This study’s findings benefit industry practitioners and policymakers who wish to drive the future of Malaysia’s SMEs business ecosystem and contribute to Industry 4.0 literature.

Educational institutions in higher education encounter different thresholds when scaling up to institution-wide learning analytics. This doctoral research focuses on designing a model of capabilities that institutions need to develop in order to remove these barriers and thus maximise the benefits of learning analytics.

The impact of organizational capabilities on the performance of social enterprises (SEs) has not been examined in the context of China. This study addresses the research gap by conducting a hypothesis-testing quantitative study. The questionnaire survey data of 206 Chinese SEs were analyzed by performing Pearson correlation and hierarchical linear regression analyses. The research findings show that four types of organizational capabilities have divergent effects on the social and economic performance of Chinese SEs. Specifically, stakeholder engagement capabilities and business planning capabilities make positive contributions to SE performance in economic and social domains, while human resource management capabilities have positive effects on social performance but not economic performance, and there is no statistically positive relationship between marketing capabilities and SE performance in economic and social domains. Our study provides important practical implications to managers of SEs in China or in another similar context, who should give priority to enhancing stakeholder engagement capabilities and business planning capabilities rather than human resource management capabilities and marketing capabilities as a booster of economic and social performance of SEs.

Many improvement techniques, methods, and technologies have been the driver of the development of supply chain systems. However, many managers and companies are focused only on new technologies without considering a comprehensive evaluation, and therefore lacking a real need and purpose. As a result, practitioners are often confused with regard of how to integrate improvement strategies and new technologies, as well as how to evaluate their convenience. Thus, this research aims to develop a model for the assessment for each manufacturing capability. This assessment aims to enable a continuous business transformation aligned with organizational goals; thus, a dynamic maturity assessment is chosen. Based on this, the study seeks to provide an integration model for relevant improvement strategies and new technologies that can be applied to any organization. As a result, the paper develops a sequence model, the GUVEI-Model, for the application of Industry 4.0 related technologies for continuous improvement in five different clusters. Furthermore, the research develops an evaluation scheme of optimization alternatives. Based on this conceptual development, a simulation model is built for specific use cases, such as additive manufacturing or virtual reality. The results show how the use cases along the GUVEI-Model application improve relevant indicators significantly, with the first two steps, obtaining and using data, acting as enablers of the three subsequent optimization steps that allow the virtualization, expansion, and improvement of capabilities and a higher impact on the target indicators than the first two steps. Finally, a discussion is presented about the utility of digital twin models for dynamic maturity level assessment and for simulating project improvement impacts before, during, and after their implementation.

The article provides the reasons which allow to formulate the necessity of the build-up of the resource profile of a teaching establishment which is to mirror a system of network relationships with all stakeholders, as well as to characterize a specific status of each teaching establishment in educational and scientific environment. In order to build up a resource profile a universal algorithm is suggested, this algorithm will enable to carry out actions step by step to form the resource profile. The formation of the algorithm is based on the conceptions of resource-competence and stakeholders management, besides, current developments of domestic specialists in forming a strategy for interaction between an educational establishment and its stakeholders are taken into account. It is proved that as the suggested algorithm is being realized, there will be inconsistencies in resources, capabilities and competencies of a teaching establishment which are to lay the foundation of all directions to modernize a teaching establishment.

Knowledge process capabilities are highly associated with innovation performance. Namely, firms which develop better capabilities in processing knowledge can innovate better. The Dynamic Capabilities view states that the effects of contextual variables on capability development cannot be ignored. This study seeks to examine the roles of two contextual variables; environmental dynamism and strategic flexibility on developing knowledge process capabilities and innovation performance. In parallel with this aim, a survey was conducted on a sample of 236 firms from different industries in Turkey and a number of hypotheses including the interaction effects of environmental dynamism and strategic flexibility were tested through moderated multiple regression methods. The three-way interaction of knowledge process capabilities, environmental dynamism and strategic flexibility was associated more strongly with innovation performance than the two-way interactions of knowledge process capabilities and environmental dynamism, and knowledge process capabilities and strategic flexibility. Hence, the findings revealed that the effectiveness of knowledge process capabilities on the way of enhancing innovation performance in highly dynamic markets were contingent upon strategic flexibility.

This empirical paper examines a process, starting with the managerial decision to make service design an organizational capability, and follows it as it unfolds over time within one organization. Service design has become an established business practice of how firms create new products and services to promote differentiation in an increasingly uncertain business landscape. Implicit in the literature on service design are assumptions about strategic implications of adopting the prescribed innovation methods and tools. However, little is known about how service design evolves into an organizational capability enabling firms to transform their existing businesses and sustain competitiveness. Through a longitudinal, exploratory case study of service design practices in one of the world’s largest telecommunications companies, we explicate mechanisms through which service design evolves into an organizational capability by exploring the research question: what are the mechanisms through which service design develops into an organizational capability? Our study reveals the effect of an initial introduction of service design tools, identification of boundary-spanning actors and co-alignment of dedicated resources between internal functions, as well as through co-creation with customers. Over time, these activities lead to the adoption of service design practices, and subsequently these practices spark incremental learning throughout the organization, alter managerial decisions and influence multiple paths for the development of new capabilities. Reporting on this process, we are able to describe how service design practices were disseminated and institutionalized within the organization we observed. This study thus contributes by informing how service design can evolve into an organizational capability, as well as by bridging the emerging literature on service design and design thinking with established strategy theory. Further research will have to be conducted to confirm if the same mechanisms are observable across contexts and in other firms, and several future research directions are identified. In addition, the study also has implications for practice as it demonstrates how service design methodology can be implemented and has strategic implications for organizations.

This study explored the effects of information technology (IT) resources&mdash, in conjunction with IT infrastructure and organizational resources&mdash, on organizational capabilities and performance. The study further analyzed the mediating effect of organizational capabilities on the relationship between IT resources and organizational performance. A cross-sectional research design was adopted, and questionnaire copies were administered to senior care supervisors of Taiwanese day care centers, care institutions, and hospitals. In total, 328 valid questionnaire responses were obtained. The study results are summarized as follows: (1) A direct effect analysis revealed that IT infrastructure significantly affected service performance and financial performance, organizational resources significantly affected service performance but did not significantly affect financial performance. (2) A mediation model analysis indicated that organizational capabilities exerted a mediating effect on the relationship between IT resources and organizational performance. These results can serve as a reference for medical care organizations in developing strategies for reviewing internal IT resources, integrating internal and external capabilities, creating a competitive advantage, and boosting their performance.

As cybersecurity threats increase in frequency and sophistication, organizations are realizing that one of their strongest resources to combat cyberattacks lies in the growing volume of data at their disposal. However, traditional knowledge management technologies have limited capabilities to effectively process and analyze these larger data volumes that can provide managers with pertinent information to make better-informed security decisions. Using survey data from 479 business and information security executives and drawing from the resource-based view, I find that 69% of organizations that deployed big data analytics reported significant improvements in their cyber knowledge management capabilities. Second, the findings also confirm a significantly positive association between big data analytics and cyber agility. In particular, 72% of organizations that deployed big data analytics solutions reported significant improvements in their ability to detect and respond faster to cyber threats. Lastly, compared to 56% of organizations without big data analytics, 78% of companies that have deployed big data analytics technologies considered their cyber security capabilities adequate and robust enough to protect critical information assets from cyberattacks. Overall, the results demonstrate that organizations need advanced data analytics capabilities to effectively leverage IT resources, allowing them to respond to cyber incidents with speed and agility which ultimately cumulates in the superior cyber protection of valuable information assets. The results also provide some useful implications for research and managerial practices.

Background: The most prominent features of the current world include globalization of the economy, mass production, excess capacity for production lines of the factories and industries in most markets, intensive competition, massive information, and inefficiencies in communications. These all represent formation of the global markets for all national and regional companies, complexity of markets, and the dynamics of this competitive environment. The purpose of this study was to investigate the effect of organizational resources, organizational capabilities, and learning orientation on the marketing mix in hospitals of Yazd. Methods: This was a descriptive research conducted in 2014. Leonidou et al.'s questionnaire was conducted to study the organizational resources and capabilities. In order to investigate the learning orientation variable, a questionnaire was adopted from a research by Yuan et al. (2013). moreover, to study the marketing mix variable, the questionnaire from the study conducted by Yaghoobi et al. (2011) was adopted. The random sampling method was used and 313 eligible hospital staffs were selected. Data analysis was performed using SPSS18. The relationship between variables and factors were confirmed using confirmatory factor analysis and structural equation modeling techniques using Lisrel 8.72 software. Results: The first hypothesis revealed a significant relationship between organizational resources and marketing mix, the second hypothesis confirmed a relationship between organizational capabilities and marketing mix, and the third hypothesis showed the effect of learning orientation on the marketing mix, which was confirmed by hypotheses 1 and 3. Conclusion: Hospital managers should focus on the internal environment of the hospital and identify strengths of the hospital to select the most appropriate strategic options for allocating and distributing resources and capabilities. The potential of human resources, as institutional capital in the health care industry, should be strengthen and developed by managers.

The objective of the current research is to determine the influence of management control system (MCS) as a package on organization performance, and organizational capabilities play an important role to explain this relationship. Data were collected from general managers and chief financial officers from the textile industry of Pakistan to empirically test hypotheses of this study. One hundred sixty questionnaires were used in the analysis through partial least square equation modeling technique. The findings elucidated a significant influence of cybernetic, rewards and compensation, and administrative controls on organizational performance. The same findings were found with cultural, cybernetic, rewards and compensation, planning, and administrative controls with organizational capabilities. Despite this, planning controls and cultural controls have no influence on organizational performance. Organizational capabilities mediate the relationship between all five elements of MCS as a package and organizational performance. The findings provide insights to top management of the textile industry to enhance organizational performance by focusing on indicators mentioned in the study. In addition, improvements in organizational capabilities will also enhance organizational performance. The current research is the pioneer study that tests the mediating role of organizational capabilities between MCS as a package and organizational performance with the help of resource orchestration theory and resource-based view theory. Subjects: management accounting, business, performance management

Dynamic capabilities that enable innovation are crucial to survival and success in today’s highly competitive business environment, because they enable organizational adaptation, transformation, and seizing of opportunities. Absorptive capacity is an important dynamic capability that enables organizations to leverage external knowledge for innovation purposes. In this theory-building paper, we address the fundamental research question of how organizations can leverage external partners as external sources of knowledge. We offer three primary contributions to the literature on managerial decision-making. First, by conceptualizing knowledge absorption as a collaborative, interorganizational endeavor, we extend the literature on absorptive capacity, thereby enabling its application to innovation-related contexts aside from R&D, to which it has traditionally been applied. Second, by focusing on social integration mechanisms as links between the capabilities, expertise, and knowledge of individuals, groups, and the organization as a whole, we heed calls to clarify the microfoundations of organizational capabilities. Third, although social integration is a multidimensional construct, few studies have addressed the influence of its individual dimensions. We outline how individual social integration dimensions exert differing influences on the individual knowledge absorption stages, thereby taking a first step toward unraveling the multidimensional nature of social integration and laying the foundation for future social integration research both in and beyond the absorptive capacity context.

Based on knowledge-based theory of organizational capabilities and dynamic capabilities theory, this paper tries to establish the linkages between tacit knowledge resources, its integration into firm level capabilities, product innovation and firm performance. In this way, the paper analyses the relationships between some of the most relevant variables to the organizations in order to remain competitive. The conceptual model is tested using a sample of organizations in the industrial sector, using SEM and hierarchical regression analysis. Results show a positive relationship between tacit knowledge and firm performance, tacit knowledge and product innovation, and product innovation and firm performance. A partial mediating effect of product innovation on the tacit knowledge firm performance relationship is established. Also, technical capabilities have a moderator effect on tacit knowledge firm performance relationship. At the end of the paper managerial implications are commented, as well directions for future studies SI

The aim of this work is to describe how learning and knowledge transfer mechanisms based on knowledge articulation and codification contribute to the development of organizational capabilities in software. The study focuses on client-specific and process capabilities. Results were obtained through a case study involving two partner companies in an inter-organizational project to develop an integrated information management and technology system. Evidence revealed investment and organizational efforts focused on knowledge articulation practices and activities to develop client-specific capabilities, as well as knowledge codification practices and activities to develop process capabilities. We also identified three factors that influenced software professionals’ choice of the respective mechanisms (knowledge articulation and codification) namely: the sharing context, absorptive capacity and task complexity. Resumo O objetivo deste trabalho é descrever como os mecanismos de aprendizagem e de transferência de conhecimento baseados em articulação e codificação de conhecimento contribuem para o desenvolvimento de capacitações organizacionais em software. As duas capacitações em estudo são: específicas do cliente e de processo. Os resultados obtidos por meio de um estudo de caso envolvendo duas empresas parceiras em um projeto interorganizacional de desenvolvimento de um sistema integrado de informações gerenciais e tecnológicas evidenciam investimentos e esforços organizacionais em práticas e atividades relacionadas à articulação de conhecimento para o desenvolvimento das capacitações específicas do cliente e em práticas e atividades relacionadas à codificação de conhecimento para o desenvolvimento das capacitações de processo. Também foi possível identificar três fatores que influenciam a escolha dos respectivos mecanismos (articulação e codificação do conhecimento) pelos profissionais de software, que são: o contexto de compartilhamento, a capacidade de absorção e a complexidade da tarefa.

Are universities able to operate as strategic actors? An organisational sociology based approach supported by a comparative field research project identifies three types of social, cultural and cognitive processes that play a decisive role in building and implementing local capabilities required to mobilise a strategic capacity. The paper identifies how much these processes are present in the four ideal-types of universities defined by crossing their reputation and their metrics-based performance. Such a meso deterministic perspective suggests that universities may position themselves as proactive actors or principals, and not just as agents of national reforms and political demands. Nevertheless, their ability to do it varies according to their type. The paper also explores the implications of such findings for institutional leadership and steering policymakers.

The objective of this research is to study the mediating role of competitive strategies in affecting the aspects of firm competencies such as production capability, marketing and sales capability and information competency, and export performance. A questionnaire was used for data collection which was randomly distributed among 200 of managers and export experts of top export companies in Iran. SMART PLS and SPSS software were used for the data analysis. The results of the data analysis showed that competitive strategies mediate the effect of production capability and export performance. However competitive strategies do not mediate the effect of marketing competency and export performance. The results of structural equation modeling show that the research model has a proper goodness-of-fit.

RESUMO Este trabalho trata da influência da Estratégia Socioambiental Baseada em (RBSS [Resourcebased Socio-environmental Strategy]) na variável dependente ambiguidade causal. Esta, sob a ótica da Visão Baseada em Recursos da Firma (Resource-based View of the Firm - RBV), funciona como um mecanismo de isolamento que impede a imitação pelos concorrentes. A RBSS foi operacionalizada a partir dos construtos orientação socioambiental, engajamento com stakeholders, aperfeiçoamento ambiental e capital humano. Os dados foram analisados com regressão linear. Como resultados, as hipóteses que trataram de orientação socioambiental e engajamento com stakeholders foram suportadas parcialmente, e aquelas que trataram de aperfeiçoamento ambiental e capital humano não foram suportadas.

Resumo A abordagem de implantação de melhores práticas para melhoria na Gestão do Desenvolvimento de Novos Produtos e para a Gestão da Tecnologia não é suficiente em contextos de um projeto de inovação radical ou de novas empresas de base tecnológica. Por esta razão, a abordagem de gestão de capacidades é discutida no panorama internacional como forma de prover melhorias em projetos de desenvolvimento de produtos inovadores. Especificamente, este trabalho conduz o desenvolvimento de um framework para um empreendimento originário de uma nova empresa de base tecnológica, propondo uma abordagem de Gestão baseada em Capacidades para o Processo de Conversão de Tecnologias em Processos, Produtos e Serviços (PCTPS). Com base em modelos referenciais existentes de Gestão do Processo de Desenvolvimento de Produtos, incorporaram-se conceitos, práticas, e princípios identificados na literatura referente às áreas de conhecimento: Evolução de Empresas (especificamente Visão Baseada em Capacidades), Desenvolvimento de Empresas de Base Tecnológica, Modelo de Negócios, Gestão Tecnológica e Engenharia de Sistemas. A unidade de análise é o empreendimento, não apenas de um departamento funcional ou de uma única empresa participante do empreendimento. Como resultado, o framework apresenta, além da gestão de processos, serviços e produtos, a evolução do modelo de negócios. A abordagem proposta permite tolerância à incerteza e a mudanças frequentes do ambiente. Abstract The implementation of the best practices approach is insufficient to improve the New Product Development and Technology Management in contexts of a radical innovation project or new technology-based companies. For this reason, the capability based approach is internationally discussed as a path to improve innovative product development projects. Specifically, this work presents the development of an enterprise framework, originated by a new technology based company, proposing an Organizational Capability Deployment Analysis for Technology Conversion into Processes, Products and Services. The framework is based on traditional Product Development Process Management reference models and includes concepts, practices and principles identified in the literature from the following knowledge areas: Companies evolution (specifically Capability Based View); Technology Based Companies Development; Business Model; Technology Management and Systems Engineering. The analysis unit is not composed only by a functional department or a company, but by the entire enterprise. Thus, the framework includes, in addition to processes, products and services, the business model evolution. The proposed approach also enables tolerance to environmental uncertainty and frequent changes.

Organizational networking refers to firms‘ behaviours as activities, routines, practices which enable an organization to make sense of and capitalize on their networks of direct and indirect business relationships. The relationships are more important today when the business environment is more competitive. The firms can develop their organizational networking strategies by developing their network capability which refers to its ability to build, handle and exploit relationships. These capabilities are included in a complex configuration with other capabilities and competencies. The aim of this paper is to explore how network capabilities are structured and we tried to understand how they could be improved in order to obtain higher performance. Achieving a good network position that allows firms to make use of business opportunities is a main strategic aim of firms

In their effort to differentiate themselves from cost-driven rivals, many industrial companies are beginning to serve their customers through value-based offerings. Such companies often engage actively in collaborative value creation with their customers. To capture a fair share of the value created, they need to adopt a value-based pricing approach. Therefore, value-driven competition necessitates value-based pricing (VBP). The present study explores the barriers to exercising value-based pricing and suggests ways to overcome those obstacles in putting value-based pricing into action in B2B sales. The study is implemented as an exploratory multi-case study applying an abductive research methodology. Our cases show that industrial sellers try to understand and influence their customers' desired value perception, influence customer-perceived value (CPV), and improve their bargaining position as means to overcome these barriers to improved value capture. Hence, our findings deepen the current understanding of value-based pricing in industrial buyer–seller relationships. In doing so, it contributes to the literature on customer value, organizational capabilities, business models, and sales management in previously unexplored areas. Moreover, the study provides guidance to business practitioners willing to develop value-based pricing as part of their business model.

To compete in today's global market companies must continuously improve their products and manufacturing processes. During the past several years, many Norwegian-based companies have outsourced production due to the high operational cost level. The trend is that only the production of complex, knowledge-based products which require advanced engineering, strict quality requirements and high degree of customization remains in Norway. Even for this type of products, more cost-effective product realization methods need to be established in order to strengthen overall competitiveness long term. This paper presents results from an ongoing case study done in a global marine company with operations in Norway, seeking to increase competitive advantage by improving capabilities in automation solutions for manufacturing—despite the fact that the production of large and complex products is usually regarded as particularly difficult to automate in an economical way. This paper aims to research the multifaceted challenge of moving from a manual to an automated assembly process for this type of products when this endeavor involves transferring technology from the early premature phase to full industrial implementation in parallel with the product development process. The results presented in this paper are preliminary as the technology development project is still ongoing. One of the early findings indicates that by re-designing large and complex products for handling with standard robots, the case company was able to automate assembly of its products. Furthermore, having a dedicated team enabled delivering a demonstrator after only two years by applying an Open Innovation approach, pulling knowledge from external experts in automation and iteratively integrating this with own organizational capabilities including technology platform, manufacturing strategy, design for manufacturing/assembly and integrated product and process development.

Background While dissemination and implementation (D&I) science has grown rapidly, there is an ongoing need to understand how to build and sustain capacity in individuals and institutions conducting research. There are three inter-related domains for capacity building: people, settings, and activities. Since 2008, Washington University in St. Louis has dedicated significant attention and resources toward building D&I research capacity. This paper describes our process, challenges, and lessons with the goal of informing others who may have similar aims at their own institution. Activities An informal collaborative, the Washington University Network for Dissemination and Implementation Research (WUNDIR), began with a small group and now has 49 regular members. Attendees represent a wide variety of settings and content areas and meet every 6 weeks for half-day sessions. A logic model organizes WUNDIR inputs, activities, and outcomes. A mixed-methods evaluation showed that the network has led to new professional connections and enhanced skills (e.g., grant and publication development). As one of four, ongoing, formal programs, the Dissemination and Implementation Research Core (DIRC) was our first major component of D&I infrastructure. DIRC’s mission is to accelerate the public health impact of clinical and health services research by increasing the engagement of investigators in later stages of translational research. The aims of DIRC are to advance D&I science and to develop and equip researchers with tools for D&I research. As a second formal component, the Washington University Institute for Public Health has provided significant support for D&I research through pilot projects and a small grants program. In a third set of formal programs, two R25 training grants (one in mental health and one in cancer) support post-doctoral scholars for intensive training and mentoring in D&I science. Finally, our team coordinates closely with D&I functions within research centers across the university. We share a series of challenges and potential solutions. Conclusion Our experience in developing D&I research at Washington University in St. Louis shows how significant capacity can be built in a relatively short period of time. Many of our ideas and ingredients for success can be replicated, tailored, and improved upon by others. Electronic supplementary material The online version of this article (doi:10.1186/s13012-017-0634-4) contains supplementary material, which is available to authorized users.

Purpose. Purpose of the research is to analyze of the concept of dynamic capabilities aiming at formation of the correct terminology. Design/Method/Approach. This a conceptual paper is based on the academic literature analysis.Findings. The paper analysed the historical development of the concept of dynamic capabilities from the moment of introduction of this expression and till now. The study described the main theoretical struggles іn the concept, which can have influence on the correct understanding and, thus, translation. The two main academic discussions concerned with dynamic capabilities are reviewed. Different definitions of organizational capabilities are analyzed and their influence on the formation of the understanding of dynamic capabilities is performed. A set of most popular definitions of dynamic capabilities is offered in the work. Those definitions indicate different aspects of the currently running academic discussion on the concept. Theoretical implications. This paper is important for the academic discussion on dynamic capabilities in the Ukrainian academic segment, since an approach for unambiguous understanding of the terminology of this concept is proposed. Originality/value. Since different understandings of the concept of dynamic capabilities may mislead the translators from English into Ukrainian, the most appropriate translation terminology is proposed. Paper type – conceptual.

This dissertation investigates under what circumstances Chinese sectors and firms are able to break their imitative modes and create new-to-the-world innovations. Using mixed methods and comparing Chinese sectors and firms with their worldwide counterparts, this dissertation reveals the sector-level antecedents and micro-organizational processes of Chinese new-to-the-world innovations. It complements the national innovation system framework and its derivatives with the special features of Chinese innovations which were previously underappreciated. It also extends evolutionary theory, the organizational capabilities perspective and the coopetition literature by building an integrative framework explicating and foreseeing Chinese innovations. Chapter 1 reviews the large literature on the build-up of China’s innovative capacity since 1978 and then introduces three additional lenses—varieties of capitalism, evolutionary theory and coevolutionary theory—that are insightful but not used in a significant way to analyse Chinese innovations. Chapter 2 examines which Chinese sectors are more likely to produce new-to-the-world innovations and why by creating a new measure of new-to-the-world innovations based on China’s patents granted by the European Patent Office from 1986 to 2015. Undertaking wide-ranging econometric analyses on 24 Chinese sectors between 2005 and 2007, I find that Chinese sectors’ divergent innovativeness is associated with five factors, namely domestic patent stock intensity, R&D personnel intensity, government S&T funding intensity, business S&T self-funding intensity, and technology renovation intensity. Chapter 3 presents a comparative case study on a truly innovative Chinese firm and its global competitors to unveil how Chinese new-to-the-world innovations came about. It conveys that the firm’s new-to-the-world product innovation arose from three interacting variation-selection-retention processes underpinned by the firm and its sub-unit’s organizational capabilities of managing internal coopetition and stimulating innovations. I thus establish a capabilities-based multilevel evolutionary framework on this observation and predict for the first time that Chinese new-to-the-world innovations are likely to take place in the sectors emerging after 1978 and in firms with the following organizational features: (1) an internal variation-selection-retention process for product development; (2) a technologically capable and determined leadership at the firm or sub-unit level; (3) a routinized extreme emphasis on good user experiences of products; and (4) a set of routines fostering innovation.

International audience; The institutional and industrial evolution of the 1980s and 1990s considerably transformed the governance structures of production through globalization, financialization and the accentuation of competitive pressures. The governance structures of inter-firm relationships have changed greatly; the modern firm is now based on cooperative vertical network organizations of production. The aim of the paper is to investigate theoretically and empirically the specificities of the inter-firm relationships that create the strong consummate cooperation that characterizes what we call the network-firm. We run an empirical study using a very large database on French inter-firm relationships, and our theoretical hypotheses that balanced inter-firm power, inter-firm relational capital and complementary organizational capabilities explain the consummate cooperation that characterizes the network-firm are confirmed.

Article history: Received October 28, 2013 Received in revised format 25 November 2013 Accepted 29 January 2014 Available online February 4 2014 This paper presents an empirical investigation to determine critical success factors influencing the success of tile industry in Iran. The study designs a questionnaire in Likert scale, distributes it among some experts in tile industry. Using Pearson correlation test, the study has detected that there was a positive and meaningful relationship between marketing planning and the success of tile industry (r = 0.312 Sig. = 0.001). However, there is not any meaningful relationship between low cost production and success of tile industry (r = 0.13 Sig. = 0.12) and, there is a positive and meaningful relationship between organizational capabilities and success of tile industry (r = 0.635 Sig. = 0.000). Finally, our investigation states that technology and distributing systems also influence on the success of tile industry, positively. The study has also used five regression analyses where the success of tile industry was the dependent variable and marketing planning, low cost production and organizational capabilities are independent variables and the results have confirmed some positive and meaningful relationship between the successes of tile industry with all independent variables. © 2014 Growing Science Ltd. All rights reserved.

While prior research confirms a positive relationship between organizational capabilities and performance in more developed and emerging economies, this research investigates technology and marketing capabilities in enterprises operating in a highly constrained economic context. Additionally, this research examines how managerial thinking and action influences the development of technology and marketing capabilities, which has received limited investigation in any economic context. Data were gathered by surveying managers in Fiji, Samoa, and Tonga, representing isolated economies with underdeveloped product markets. Results confirm the capability-performance relationship and also support the positive influence of entrepreneurial and learning orientations on technology and marketing capability development.

Uncertainty, crisis and discontinuity induce organizations to show self-renewal and autopoietic capacity to survive and remain viable. This study is aimed at investigating the nexus eventually existing between companies’ resilience and its territory. The focus of the investigation is the field of machine manufacturing and equipment and the unit of analysis are the Italian regions.

PurposeCurrent conceptualisations of strategic flexibility and its antecedents are theory‐driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility. Discussion and insights into the conceptual model, and the relationships specified, are made through a novel qualitative empirical approach. The implications for further research and a framework for further theoretical development are presented.Design/methodology/approachAn exploratory qualitative research design is used applying multiple data collection techniques in a branch network of a large regional retailer in the UK. The development of strategic options and the complex relationship to strategic flexibility is investigated.FindingsThe number and type of strategic options developed by managers impact on the degree of strategic flexibility and also on the ability of the firm to achieve competitive differentiation. Additionally, the type of strategic option implemented by managers is dependent on the competitive situation faced at a local level. Evidence of managers' limited perception of competition was identified based on their spatial embeddedness.Research limitations/implicationsA single, in‐depth case study was used. The data gathered is rich and appropriate for the exploratory approach adopted here. However, generalisability of the findings is limited.Practical implicationsStrategic flexibility is rooted in the ability of front‐line mangers to develop and implement strategic options; this in turn facilitates competitive differentiation.Originality/valueThe research presented is unique in this domain on two accounts. First, theory is developed by presenting an a priori conceptual model, and testing through in‐depth qualitative data gathering. Second, insights into strategic flexibility are presented through an examination of managerial cognition, resources and strategic option generation using cognitive mapping and laddering technique.

The entrepreneurial activity of Enrico Mattei, who headed the Italian state oil company AGIP (later ENI) from 1945 to 1962, laid the groundwork for the company's growth during the 1950s and 1960s. Mattei relied on a group of knowledgeable specialists, who were equipped with a complex set of capabilities that enabled them to oversee and perform operational tasks. The task of adapting that set of capabilities began in the latter half of the 1950s, when the firm underwent a transition from its main business of producing natural gas, which it had developed immediately after World War II, to prospecting for oil abroad.

Effective new product development (NPD) is one of the most important processes firms should undertake in order to achieve a competitive advantage This paper will analyze the NPD process and explore organizational capabilities by presenting two case studies of the material industry. These analyses demonstrate that it is significant for material suppliers to evaluate not only material specifications but also the production process of their users and the performances of the users’ products (system products). We call this “evaluating capabilities” and propose that knowledge beyond the business domain is necessary to achieve a competitive advantage.

The present paper argues that the Ford-Mazda and Renault-Nissan relationships may represent a forerunning pattern of the learning alliance, whereby ongoing close interaction of horizontal alliance partners at multiple hierarchical levels can be used to facilitate the mutual accumulation of superior organizational capabilities within the alliance firms. Our observations suggest that for this pattern of cooperation to function effectively at least the following three conditions must be met. The alliance partners must: (1) co-exist as separate learning organizations, (2) be able to evaluate accurately a partner’s relative organizational capability strengths and weaknesses, and (3) have the motivation and ability to facilitate a partner’s inter-firm learning.

This paper investigates the occurrence and determinants of post-formation governance changes in strategic alliances, including alterations in alliances' contracts, boards or oversight committees, and monitoring mechanisms. We examine alliances in the biotechnology industry and find that firms' unique alliance experience trajectories affect the likelihood of such ex post adjustments in these partnerships. Transactional features such as the alliance's scope, its division of labor, and the relevance of the collaboration to the parent firm also bear upon alliances' dynamics. We discuss the implications of these findings and how they complement prior research focusing on alliance design or termination at opposite ends of the alliance life cycle. Copyright © 2002 John Wiley & Sons, Ltd.

Nowadays more and more companies pursuit mass customization (MC)–the provision of high product variety and customization with operational performance levels that are comparable to those of a mass producer–in combination with green management (GM)–the integration of environmental sustainability principles into the business. Both the pursuit of MC and that of GM cost companies a great deal of effort and, when MC and GM have to be combined, this represents a considerable challenge for the organization. However, literature still lacks studies that suggest how to reduce the costs of dealing with such a combined challenge. To narrow this research gap, the present dissertation investigates whether complementarities between organizational capabilities supporting MC and organizational capabilities supporting GM exist and why. To that purpose, a longitudinal case study has been conducted in a manufacturing organization that succeeded in developing both capabilities for MC and capabilities for GM. The findings of this study indicate that complementarities between those capabilities exist and result in sub-additive costs for the organization. Some of these complementarities are symmetric, since the capabilities involved in the relationship equally complement each other. Other complementarities are asymmetric, as the development of certain capabilities for MC alleviates the cost of developing certain capabilities for GM but not vice versa. Collectively, these results improve our understanding of the interrelationships between the economic sustainability, achieved through MC, and the environmental sustainability, achieved through GM, of businesses operating in highly competitive industries whose customers ask for high product customization. Moreover, the finding of asymmetric complementarities suggests that, in such contexts, companies should first focus on developing certain capabilities for MC before embarking in the pursuit of GM.

Keywords: Resource Management ; Product Development ; External Resources ; Organizational Capabilities ; Qualitative Research Reference EPFL-CONF-217996 Record created on 2016-04-11, modified on 2017-05-12

This paper aims to reconcile the logic behind stochastic models of firm growth and the notion of organizational capabilities as drivers of economic performance. In the proposed behavioral model of bounded rational firms, two mechanisms drive growth: independent stochastic growth of individual opportunities and the process by which firms capture new opportunities. To extend the stochastic framework, this research incorporates behavioral assumptions about the interactions between the firm and the business environment and the mechanism by which firms sense and seize business opportunities. The model generates statistical regularities in firm size, growth rates, and profit differentials between firms that are consistent with observed patterns in real-world settings. The greater the selective power of organizational capabilities, the more the steady-state distribution of firm size appears to deviate from log normality, which provides a potential explanation of various observed departures from the Law of Proportionate Effect. With regard to firm diversity, the distribution of opportunities per firm is skewed; just a few entities account for most of the business opportunities that arise during the simulation period. Moreover, the interaction between the external environment and the internal structure of firms influences heterogeneity in the value of the opportunities that they capture, as well as the persistence of long-run profits.

Este trabalho mostra o grau de desenvolvimento das competências organizacionais para inovar em um produtor brasileiro de imunobiológicos, conforme a percepção das pessoas que trabalham em distintas áreas do instituto. Indica que as áreas de produção e qualidade têm a mesma percepção sobre os processos de aquisição de conhecimento individual e a conversão desse em conhecimento organizacional. Verificou-se que as visões das áreas de gestão e desenvolvimento tecnológico são similares, porém mais negativa do que aquela demonstrada pelas finalísticas. As competências relacionadas ao conhecimento não são homogêneas, conforme as pessoas atuantes em distintas áreas. Para as demais competências que articulam a inovação, não há diferença significativa entre as visões das pessoas. This work shows the development degree of the organizational capabilities to innovate in an immunobiologicals Brazilian producer, according the perception of the people who work in distinct areas of the institute. It indicates that the production and quality areas have the same perception on the acquisition of individual knowledge processes and its conversion in organizational knowledge. It was verified that the management and technological development areas visions are similar, however more negative than the one shown by the production and quality areas. The capabilities related to the knowledge are not homogeneously distributed within the institute according to the people who act in its distinct areas. It was not found significant difference among the different areas perception for the others capabilities that articulate the innovation.

Este trabajo, con base en la teoría de los recursos y capacidades, analiza el comportamiento exportador de la empresa española. Con este fin, se estudian las capacidades de 1197 empresas exportadoras del sector manufacturero. Los resultados muestran que el control directivo de las operaciones de exportación, la actividad de I+D, la calidad del producto y la tecnología de fabricación son capacidades que influyen positivamente en la actividad exportadora de la empresa. El alto poder explicativo del modelo planteado nos lleva a concluir la gran importancia de las capacidades en el desempeño exportador de la empresa. This paper, based on the resources and capabilities theory, analyzes the export behavior of the Spanish firm. To this end, the capabilities of 1197 manufacturing exporters are studied. The results show that several capabilities -export operations management control, R+D activity, product quality and manufacturing technology- positively influence the export behavior of the firm. The high explanatory power of the raised model takes to us to conclude the great importance of the capabilities when determining the export performance of the firm.

This study relies on a Cobb-Douglas production function to assess the relationship between the development of innovation capabilities by firms and their labor productivity. Intra-organizational capabilities relate to firms’ corporate culture and work organization, generation of innovative ideas and selection of projects, and innovation funding sources. Inter-organizational capabilities relate to the use of external information from vertical partners, competitors, and consultants, and to R&D partnerships with scientific institutions. In addition to the traditional effect of a growth in the ratio of physical capital per employee, both types of innovation capabilities are found to significantly increase labor productivity.

After consulting projects, managers may develop new capabilities thanks to the exposition to consultants’ knowledge. Nevertheless, this process is influenced by environmental conditions and can lead to different outcomes depending on the perception that internal managers have about the role of consultants. This paper presents four relevant case studies in which companies operating in different industries internalize knowledge from management consultants and develop new capabilities. The study identifies patterns of evolution of capabilities that change according to environmental contingencies and the role of consultants. Surprisingly, innovation and replication capabilities develops when consultants had a legitimation role, while if they are seen as innovators, companies are not able to perform replication.