Development Of Organizational Capabilities Research Articles

Spinning an entrepreneurial career: Motivation, attribution, and the development of organizational capabilities

AbstractResearch SummaryWe inductively examine how the careers of employee entrepreneurs unfold, uncovering the role of motives and attribution for failure. Founders expressing organizational misalignment motives for leaving established organizations engaged in “venture crafting” whereby they actively sought to build well‐functioning organizations. They built successful initial ventures and careers. Founders lacking organizational misalignment motives generally founded initial ventures that failed: however, those making internal attributions altered their behaviors and built successful careers; in contrast, founders making external attributions continued founding unsuccessful ventures. These findings suggest that building organizational capabilities—and not merely inheriting capabilities from existing organizations—is a cornerstone of building successful entrepreneurial careers. Our findings are based on detailed career history and archival data on employee entrepreneurs in the disk‐drive industry.Managerial SummaryOur study follows careers of individuals leaving employment to create ventures, providing insights for entrepreneurs and managers. Though entrepreneurs often choose to focus solely on building a stellar product, our study underscores the importance of crafting well‐functioning organizations for career and venture success. Moreover, in case where initial ventures fail, founders who make internal attribution generate a “second chance” at success, whether as serial entrepreneurs or by returning to paid employment. Those who attribute failure to external factors, however, repeat their mistakes. For managers, our study reveals that the genesis of successful entrepreneurial careers is rooted in organizational deficiencies that prevent talented employees from thriving as intrapreneurs. The venture crafters typically left their jobs only after attempts to amend these issues were unsuccessful.

Analysis of factors influencing the organizational capacity of Institutional Review Boards In China: a crisp-set Qualitative Comparative Analysis based on 107 cases

BackgroundInstitutional Review Boards (IRBs) play a vital role in safeguarding the rights and interests of both research participants and researchers. However, China initiated the establishment of its own IRB system relatively late in comparison to international standards. Despite commendable progress, there is a pressing need to strengthen the organizational capacity building of Chinese IRBs. Hence, this study aims to analyze the key factors driving the enhancement of organizational capacity within these committees.MethodThe cross-sectional survey for this research was conducted from July 2020 to January 2022. Following the statistical grouping based on the "2020 China Health Statistical Yearbook", a systematic investigation of IRBs in various provinces of China was carried out. In-depth interviews and questionnaire surveys were conducted with the chairpersons and administrative executives (or secretaries) of highly cooperative IRBs. Subsequently, data were collected from 107 IRBs. Qualitative Comparative Analysis (QCA) was employed as the method to analyze the factors influencing the organizational capacity of medical ethics committees and explore the diverse combinations of these factors.ResultsThrough a singular necessary condition analysis, the variable "protection of rights and interests" emerges as a critical factor contributing to the robust construction of Institutional Review Boards Institutional Review Boards (IRBs). Conversely, the variables of "lack of member ability, absence of review process, and deficiency in the supervision mechanism" collectively constitute a sufficient condition leading to weaker IRB construction. The state analysis uncovers three interpretation modes: member ability-oriented (M1), system process-oriented mode (M2), and resource system-oriented mode (M3).ConclusionsThe results of this study are effectively explicable using the "Triangular Force" model proposed for the hypothesis of IRBs' organizational capacity, which provides a solid foundation for the development of organizational capabilities in IRBs. To enhance the organizational capacity of IRBs in China, it is imperative to elevate the competence of committee members and strengthen team development. This can be achieved by establishing a comprehensive regulatory framework and refining procedural protocols. Moreover, clarifying the organizational structure and optimizing resource allocation are essential steps in bolstering the overall organizational capabilities of these committees.

An Identity-framed Perspective on Organizational Capability Development

An Identity-framed Perspective on Organizational Capability Development

Can MSMEs in tourism survive the COVID-19 storm? A MSME view of their stakeholders

PurposeThis paper explores the challenges faced by the micro, small and medium enterprises (MSMEs) in the tourism industry in building capabilities toward being resilient in the wake of crises through a stakeholder perspective.Design/methodology/approachThis study identifies the barriers to building resilience through detailed literature review and expert interviews. A total of 13 barriers were identified and were classified into into three main categories, namely economic barriers, organizational barriers, and stakeholder barriers. Subsequently, primary data were collected to emperically validate the nature and strength of interactions between these barriers and to quantitatively identify their impact.FindingsThe study identifies that in long run, stakeholder barriers are the most significant in building capabilities toward being resilient in the wake of crisis. However, for initial recovery, economic barriers need to be focused. Subsequently, organizational capabilities needs to be developed through stakeholder support.Practical implicationsThe study provides actionable insights to help MSMEs in the tourism industry to recover economically and to help them build lasting capabilities through organizational capability development and stakeholder support.Originality/valueThis study is novel on two aspects. First, the study investigates role of MSMEs in the tourism industry and how MSMEs are pivotal in helping the industry recover from a crisis by being resilient. Second, the role of stakeholders in the MSMEs sector in tourism is underexplored area and this study adds value to this nascent literature.

Impact of industry competitive intensity on brand performance: mediating role of market orientation and organizational learning

PurposeThe purpose of this paper is to investigate the effect of industry competitive intensity (ICI) on brand performance with the mediating role of market orientation and organizational learning using theoretical and experimental materials in fast-moving consumer goods (FMCGs) firms.Design/methodology/approachTo test the research hypotheses, a model was designed and tested on 124 chief executive officers from 30 FMCG firms active in both food and chemical industries using structural equation modeling and partial least squares methodology.FindingsThe research findings showed that ICI has significant effect on market orientation and organizational learning. It also has significant effect on the firm’s brand performance through developing the market orientation capability as a mediating variable, but the development of organizational learning capability (as a mediating variable) is not effective in the relationship between ICI and brand performance.Originality/valueSince the early 1990s, addressing intraorganizational capabilities and resources has been a major topic of strategic and marketing research. In this regard, many theoretical and experimental contents have been presented so far. However, little research has simultaneously addressed the industrial environment and the development of competitive capabilities. A manager’s understanding of the competition rate of an industry has the potential to influence the development of organizational capabilities through strategic responsiveness to his/her perception of the environment. This study attempts to show that managers and firms that consider their industrial environment to be volatile must develop their learning capabilities and market orientation, leading to superior brand performance.

The path from big data analytics capabilities to value in hospitals: a scoping review

BackgroundAs the uptake of health information technologies increased, most healthcare organizations have become producers of big data. A growing number of hospitals are investing in the development of big data analytics (BDA) capabilities. If the promises associated with these capabilities are high, how hospitals create value from it remains unclear. The present study undertakes a scoping review of existing research on BDA use in hospitals to describe the path from BDA capabilities (BDAC) to value and its associated challenges.MethodsThis scoping review was conducted following Arksey and O’Malley’s 5 stages framework. A systematic search strategy was adopted to identify relevant articles in Scopus and Web of Science. Data charting and extraction were performed following an analytical framework that builds on the resource-based view of the firm to describe the path from BDA capabilities to value in hospitals.ResultsOf 1,478 articles identified, 94 were included. Most of them are experimental research (n=69) published in medical (n=66) or computer science journals (n=28). The main value targets associated with the use of BDA are improving the quality of decision-making (n=56) and driving innovation (n=52) which apply mainly to care (n=67) and administrative (n=48) activities. To reach these targets, hospitals need to adequately combine BDA capabilities and value creation mechanisms (VCM) to enable knowledge generation and drive its assimilation. Benefits are endpoints of the value creation process. They are expected in all articles but realized in a few instances only (n=19).ConclusionsThis review confirms the value creation potential of BDA solutions in hospitals. It also shows the organizational challenges that prevent hospitals from generating actual benefits from BDAC-building efforts. The configuring of strategies, technologies and organizational capabilities underlying the development of value-creating BDA solutions should become a priority area for research, with focus on the mechanisms that can drive the alignment of BDA and organizational strategies, and the development of organizational capabilities to support knowledge generation and assimilation.

Methodology and Case Studies of Organizational Capability-based Performance Evaluation System

Organizational capabilities are the various competencies that a company needs to successfully implement its business strategies and are the key drivers of sustainable development. In this paper, through the introduction of a performance optimization and improvement project designed by the author a few years ago to address the problems in the performance evaluation of a communication service company based on the need for organizational capability development, the basic working method of the performance evaluation system based on organizational capability development is clarified, and the positive interaction between organizational capability improvement and performance management system is outlined.

Mastering the digital transformation through organizational capabilities: A conceptual framework

As digital transformation is changing entire industries, organizations are struggling to keep up with these changes. Scholars are viewing organizational capabilities as a central mean for organizations to master digital transformation. Based on a comprehensive literature review, this study identifies a broad set of relevant organizational capabilities and introduces a conceptual framework in which organizational capabilities are clustered into seven relevant themes for managing digital transformation. These capabilities are then embedded in the logic of the dynamic capability theory, highlighting the development of organizational capabilities throughout the digital transformation process. The results reveal that a differentiated perspective on the digital transformation process is beneficial to account for changing needs of organizational capabilities during the transformation process. Just as organizations themselves change during the process, various capabilities at different time points are needed to support and enable organizations during digital transformation. The developed conceptual framework gives organizations guidance for the development of organizational capabilities throughout the digital transformation process.

The effects of strategic choices and sustainability control systems in the emergence of organizational capabilities for sustainability

PurposeThis study explores the relations among corporate sustainability strategies, the intense use of sustainability control systems (SCSs) to implement these strategies and the emergence of organizational capabilities for sustainability.Design/methodology/approachUsing survey data from a sample of 157 European firms across different industries, the authors explore differences between reactive and proactive sustainability strategies in their impact on the intense use of SCSs. The authors analyze the joint impact of a proactive sustainability strategy and an intense use of SCSs on the emergence of the organizational capabilities of sustainable market orientation, sustainable organizational learning and sustainable innovation. Furthermore, we explore the relevance of single levers of control for these capabilities.FindingsThe results show that a proactive sustainability strategy is associated with an intense use of SCSs and with the development of the three organizational capabilities. The authors provide evidence that the intensity of use of SCSs mediates the association between proactive sustainability strategy and the emergence of the three organizational capabilities. An interactive use of controls is constantly more important than a diagnostic use of controls in the emergence of the three capabilities.Originality/valueThe findings provide novel empirical evidence on the mechanisms through which corporate sustainability strategy is implemented in European organizations. The results contribute to an improved understanding of the organizational determinants underlying the development of organizational capabilities for sustainability.

Explaining the business case for environmental management practices in SMEs: The role of organisational capabilities for environmental communication

The preservation of the natural environment demands engagement of small and medium-sized enterprises in terms of the rethinking of their operations and aligns their efforts with the implementation of environmental management practices by the development of organisational capabilities for environmental communication. By performing Partial Least Squares-Structural Equation Modelling using data from 112 Danish small firms in the printing and graphic industry, the study suggests that environmental management practices can boost competitive advantage in terms of lower costs and improved reputation following from the development of organisational capabilities for environmental communication. Thus, the study provides some insight in regard to the strategic significance of environmental management practices and the related communication mechanisms among small firms.

Uncovering the Link from Customer Heterogeneity to Innovation-based Competitive Strategy

This study examines the nexus between downstream resources (in particular customer heterogeneity) and innovation-based competitive strategy, focusing on the role of knowledge integration in achieving modular and architectural innovation. In the innovation literature, there has been a two-pronged discussion that relates to the use of customer-related downstream resources – one concerns the use of customer resources in service design and organisational structure-related aspects (such as involvement of customers in new service development); the other concerns the use of customer resources towards development of organisational capabilities (such as knowledge integration). However, from an organisational standpoint both these perspectives are valuable and make sense, as they are interconnected – an organisation’s service design or structure can facilitate or hinder the effective functioning of capabilities or the flow of knowledge – thus both need to be examined together. This study addresses this knowledge gap by examining the interrelationships between customer heterogeneity, integrative capabilities, service design-related innovations (i.e., modular and architectural innovations) and firm performance together to understand how customers can be a productive resource for a firm. We conducted a survey in the Australian services sector and the data were analysed using SmartPLS. The findings supported the notion that customer heterogeneity-based strategies generate competitive advantage.

MODEL PENGEMBANGAN SUMBER DAYA MANUSIA DI LEMBAGA PENDIDIKAN ISLAM

This article discusses the procedure for diagnosing capabilities in a knowledge-based organizational capability development model. This research uses library research. In this study, researchers used two kinds of data, namely primary data and secondary data. The method of data collection is by tracing sources of literature documentation and library materials that are relevant to the problems studied. The results of the analysis conclude that staff development is an increase in intellectual or emotional abilities needed to do a better job with the principles of growth, change, and reform. Staff development constraints include participants, trainers or infrastructure, development facilities, curriculum, and development funds. An effective staff development model begins with human resource planning, identifying the required capabilities and capacities, Succession Planning, Development Needs Assessment, Development Planning, Development Approach, and Evaluation of Development Success.

Targeted organizational capability development: Comparative analysis of operational and dynamic capabilities

AbstractManagers often face the need to renew their capabilities in dynamic markets. To increase their chances of success, we first offer a model of the capability‐building process that details five interconnected phases as well as the precautions and conditions to be taken into account for its completion. Our subsequent analysis of 29 empirical studies shows the advantages of integrating the routines of new capabilities, and this, for a successful process. Finally, we identify four situations around the formation of distinct capabilities, which should enlighten managers in their decision‐making in relation to the construction of new organizational capabilities.

Virtual Special Issue: The Organizational Economics of Organizational Capability Development

Virtual Special Issue: The Organizational Economics of Organizational Capability Development

WHAT’S GOING ON IN ABSORPTIVE CAPACITY STUDIES? RESEARCH FRONTS ON ORGANISATIONAL KNOWLEDGE ABSORPTION

Absorptive capacity (ACAP) is one of the most active themes in knowledge management literature. The topic is extensively mentioned in several relevant research fields, including innovation, organisational learning and strategic management. In this study, we employed bibliographic coupling to analyse the extant academic literature published in order to detect research fronts on the theme. Our sample includes 2,072 papers published in the last four years, which is in line with our basic intent to investigate the latest academic research. Papers included in the core research front highlight the role of ACAP as an organisational ability to assess new valuable knowledge, aiding the development of organisational capabilities. The role of knowledge absorption capacity in alliance networks, open innovation processes, intra-organisational learning, as well as exploratory and exploitative initiatives are the other relevant research fronts identified. We suggest the proposed implications of the analysis as material for further research on the theme.

Management Control Systems and Performance: The Mediating Role of Organisational Capabilities in Malaysia

ABSTRACT This study focuses on the interactive use of Management Control System (MCS) and the identification of threats and opportunities that enables management to respond quickly to changes in the environment. The study aims to examine, from a resource-based view (RBV) perspective, the relationship between interactive use of MCS and organisational capabilities (market responsiveness, strategic networking, process reliability and efficiency, innovativeness and learning) as well as their subsequent impact on organisational performance. An empirical study was conducted involving 70 public-listed companies in Malaysia. The analysis included the use of descriptive and multiple regression tests. The findings provide empirical evidence that interactive MCS facilitates the development of organisational capabilities and that organisational capabilities play a mediating role in the relationship between MCS interactive usage and organisational performance. This study indicates that companies in Malaysia still focus on financial measures rather than on non-financial ones in most of their decision making. Managers who are short-term focused or financially oriented in their decision making may jeopardise the long-term sustainability of their organisations’ performance. Keywords: Management control system; organizational capabilities; organizational performance; Malaysia

Acreditación y desarrollo de capacidades organizacionales en las universidades chilenas.

This article investigates the relationship, in Chilean universities, between achievements in accreditation processes and the development of organizational capabilities. Two analysis procedures were used. First, a regression, from a set of independent variables (year of initiation of accreditation activity at the program and institutional level, and results obtained) and dependent variables (current achievements in institutional and undergraduate accreditation, and an aggregate index institutional academic development). This analysis was complemented with another study, which reviewed the location of the quality units in the organization charts, in two senses: an evolutionary one, focused on its variation between 2008-2009 and 2019 (37 institutions), and another focused on the year 2019 (48 institutions). It can be seen that all the analyzed universities have quality units and some of them, especially the recently founded private sector, place them in the highest hierarchies. The development of organizational capacities has allowed them to improve their achievements in the accreditation processes, generating a virtuous circle. Whether this also has effects on the quality of teaching or on the efficiency of management remains an open question, as in most of the literature.

Characterizing Maturity Levels for Organization-Wide Roadmapping Implementation

Implementing roadmapping guides improved strategy development for organizations not only to produce new products or services but also to navigate the entire process of organizational capability development to accelerate innovation. However, keeping roadmapping alive in organizations is challenging due to the complex integration process with a broad range of stakeholder involvement. While previous studies have contributed to staged development for managing roadmapping implementation, relatively little attention has been given to practical steps required in each stage for organizations to review the past, understand the current position in terms of where they are up to, and plan for the future to navigate the complex integration process efficiently and effectively. This article introduces a maturity model to guide the process of organization-wide roadmapping implementation. This is achieved by examining industrial cases to characterize practical steps, from the perspective of maturation, by which organizations implement and eventually integrate roadmapping into the organizational system and business cycles for technology and strategic planning. The Gerdsri three-stage model was utilized for discussion and analysis, aligning with the maturity model development. Six maturity levels have been characterized as follows: 1) Initial; 2) Defined; 3) Rolled Out; 4) Developed; 5) Standardized; and 6) Sustained.

Network orientation of logistics service providers: the construct, dimensionality and measurement scale

ABSTRACT Business orientation constructs have contributed to the understanding of firm-level conduct and performance heterogeneity. Empirical work on business orientations has focused on developing characterizations of a firm’s propensity to engage a variety of behaviors, e.g. strategic, market, and entrepreneurship orientations. While significant progress in the refinement of these constructs has been made, there is need to transcend the established notions of how managerial focus has been typified. Therefore, our study posits that an orientation scale can be developed to depict the ways that organizations position themselves and how they choose to pursue opportunities that are embedded within their networked relationships. We synthesize prior theoretical work to develop the network orientation construct; alongside various derived dimensions and operational indicators. To validate the measurement scale we use exploratory and confirmatory factor analysis on a sample of 305 respondents from the logistics service industry. The results support four out of five theoretically derived dimensions: structural network embeddedness, the interaction of indirect relations, interdependence within the network, and resources sharing. Additionally, we examine the nomological validity of the network orientation construct and find an indirect association with performance through the development of organizational capabilities.

An empirical examination of the relationship between managerial strategic thinking and absorptive capacity of the organization

PurposeRecently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity. Strategic thinking is one such managerial capability that guides managers during the development of organizational capabilities. The purpose of this paper is to empirically investigate the influence of managerial strategic thinking on the development of absorptive capacity.Design/methodology/approachData were collected using a sample of 324 senior-level and mid-level managers from the software industry. PLS-SEM was used to test the hypothesized relationships.FindingsStudy results indicate that managerial strategic thinking is positively related to absorptive capacity, as well as to each of its four components – acquisition, assimilation, transformation and exploitation.Originality/valueThe current study adopts a micro-foundations perspective and delves into the development and orchestration of organizational capabilities. This study is the first to empirically investigate the relationship between managerial strategic thinking and absorptive capacity. Prior literature on absorptive capacity has focused on its influence on phenomena that are downstream to absorptive capacity, e.g. innovation, new product development and firm performance. The research offers new insights into the relationship between absorptive capacity and managerial strategic thinking, a hitherto unexplored upstream phenomenon. Scholars have theorized that managerial strategic thinking plays a pivotal role in managerial decisions, making it a critical factor in developing the absorptive capacity of an organization. The authors believe that the empirical evidence of the theorized relationship offers valuable insights that will aid scholarly research on organizational capabilities.