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PurposeThis paper aims to examine how the characteristics of CEOs' social networks, such as the size of the network and the strength of the ties, influence strategic flexibility from a strategic orientation perspective. External social networks can affect strategic flexibility positively. Different orientations could have repercussions for the relationship between external social networks and strategic flexibility.Design/methodology/approachThe data came from surveys completed by the managers of 188 Spanish firms. The methodology used was regression analysis.FindingsThe authors observe that external social networks affect strategic flexibility positively, more strongly when the networks are greater in size. The sample was classified into three groups: conservative, intermediate and entrepreneurship firms. The authors find that other effects vary according to the kind of strategic orientation in the organization. Both findings support and extend social capital and network theory and flexibility literature.Research limitations/implicationsThe interviews were held with Spanish CEOs, and the character of the research was cross‐sectional. This could have implications for the generalizability of the findings.Originality/valueThe authors' results extend previous research not only by highlighting the importance of CEOs' social networks in driving strategic flexibility but also by indicating how different strategic orientations either enhance or inhibit this relationship.

PurposeThe purpose of this paper is to analyze the impact of information technology (IT) competence – composed of IT infrastructure, IT technical and managerial knowledge and the integration of IT strategy with firm strategy – on quality performance. Since, according to the resource‐based view, IT alone is not able to sustain a competitive advantage, the moderating effect of leadership practice on this relationship must be analyzed.Design/methodology/approachA proposed research model is tested using survey data from a sample of 230 leading Spanish firms. Multiple regression analysis was performed with SPSS package.FindingsThe main findings show that: the existence of an IT competence will have a partial impact on improvement in quality performance; IT technical knowledge in itself does not influence the determination of improvement in quality performance – rather, one needs complementarity with leadership; and the impact of IT dimensions on quality performance will be greater in the presence of leadership practice.Practical implicationsManagers must be aware that the impact of IT on competitive advantage need not be direct; it can have influence through complementarity with other organizational capabilities.Originality/valueThe paper reinforces the need to explore in greater depth the relationship between IT and quality management. This appears to be one of the first papers to simultaneously explore relationships between IT, leadership and quality performance. The paper provides insights on the processes by which IT resources interact with other organizational resources, a topic that has received little attention to date.

Purpose – The purpose of this paper is to examine the factors within the technology‐organization‐environment (TOE) framework that affect the decision to adopt electronic commerce (EC) and extent of EC adoption, as well as adoption and non‐adoption of different EC applications within small‐ and medium‐sized enterprises (SMEs).Design/methodology/approach – A questionnaire‐based survey was conducted to collect data from 235 managers or owners of manufacturing SMEs in Iran. The data were analyzed by employing factorial analysis and relevant hypotheses were derived and tested by multiple and logistic regression analysis.Findings – EC adoption within SMEs is affected by perceived relative advantage, perceived compatibility, CEO's innovativeness, information intensity, buyer/supplier pressure, support from technology vendors, and competition. Similarly, description on determinants of adoption and non‐adoption of different EC applications has been provided.Research limitations/implications – Cross‐sectional data ...

PurposeThe aim of this paper is to study empirically the influence of managerial perceptions of the environment on dynamic capabilities (DC) generation. It seeks to identify three dimensions of competitive environment (dynamism, complexity, and munificence) and then use the theoretical model developed by Zollo and Winter to explain DC creation.Design/methodology/approachThe authors use data collected from 200 Spanish firms through a questionnaire to perform multiple and simple regression analyses that examine the relationship between managerial perceptions and DC generation.FindingsIt is found that managerial perception of munificence in the environment is related positively and significantly to the processes of DC creation; only when managers perceive the environment as highly dynamic and complex do they promote processes for developing DC.Practical implicationsThe findings suggest that managerial cognition plays an important role in DC processes. Thus, managers should evaluate their mental models and value systems to determine whether they provide an accurate understanding of the environment.Originality/valueThe understanding of DC must be developed though empirical papers, as unresolved theoretical inconsistencies create many challenges in this area. The proliferation of theoretical papers has produced a disconnected body of research.