Integration Of External Resources Research Articles

Research on the relationship among resource integration, shared value, and value creation in scenic areas

This study investigates the potential predictors of resource creation behaviours in the Shanxi merchant courtyard scenic areas based on resource dependence theory. The research was conducted in China using questionnaire survey, and data analysis employed structural equation modelling, including mediation and moderation effects. The model was tested using a sample of 376 individual managers from scenic areas. The results show that external resource integration, internal resource integration, and shared value significantly affect resource creation in scenic areas. The findings indicate that shared value plays a significant mediating role in the relationship between resource integration and resource creation, while environmental dynamism significantly moderates this relationship. This study clearly demonstrates the relationship among resource integration, shared value, and value creation in scenic areas. This research contributes to the tourism management literature by identifying gaps and offering a comprehensive perspective to understand resource creation behaviours in the tourism industry.

Supply chain capabilities and new venture growth

ABSTRACT We build on dynamic capability (DC) theory and apply inductive case study research to shed light on how new venture manufacturing firms develop and nurture supply chain (SC) capabilities. Our findings discern SC capabilities related to dimensions of DCs (sense, integrate, develop, reconfigure) and show how these SC capabilities evolve throughout new venture life cycle stages. We find that SC capabilities steadily substitute improvisation and imitation. Our study also reveals that SC capabilities serve as dual-purpose capabilities with an operational as well as a dynamic role. On the one hand, they are needed to operate the supply chain and enable the development and reconfiguration of the internal resource base. On the other hand, they allow for the sensing and integration of external resources and create new or update and modify existing SC capabilities. New venture firms can benefit from our study by mimicking the development of the different SC capabilities.

Research on the Effect of External Resource Acquisition on Process Innovation

In the past, research on the effect of external resource integration on technological innovation focused on product innovation, and process innovation was largely ignored due to its silence. The study takes the high-tech manufacturing industry in China’s Bohai Rim, Yangtze River Delta and Pearl River Delta regions as a sample, and empirically analyzes the impact of government support, industry-university-research knowledge integration, and customer knowledge integration on corporate process innovation. The study found that: 1) government support can significantly promote process innovation, industry-university-research knowledge integration, and improve corporate performance. 2) The industry-university-research knowledge integration has a relatively significant positive impact on process innovation, but has no significant impact on firm performance. 3) Customer knowledge integration negatively affects process innovation and has no significant impact on firm performance.

An Empirical Study on the Factors Influencing the Innovation of Internet Business Model

On the mode of integration of the relevant literature and interviews in the enterprise, Internet background from the practice of value creation from the perspective of the construction of driving factors identification framework of business model innovation, using exploratory factor analysis to extract the common factor of Internet business model innovation factors. After factor analysis, the common factor is named. Conclusion: from the practice of value creation of 4 common factors were extracted from the perspective of industry chain integration driven subject, degree, Value flow degree and outside the enterprise resource integration mode and profit mode. Enterprises should strengthen the complementarity and stability of cooperative networks and expand the channel resources of partners from the angle of industry chain and driving agent. Strengthen the knowledge absorption ability of the staff and the innovation ability of the product orientation of the enterprise, and control the replicability of the enterprise value-added service on the basis of ensuring the data security of the enterprise. Enterprises should pay attention to marginal users, strengthen the win-win of enterprise cooperation network and innovation of revenue channels. From the perspective of internal resource integration and external resource integration, enterprises should strengthen communication with users and suppliers, improve customer satisfaction, and explore the depth of value.

Green Product Innovation in Manufacturing Firms: A Sustainability‐Oriented Dynamic Capability Perspective

AbstractDespite environmental sustainability being identified as one of the key drivers of innovation, extant literature lacks a theoretically sound and empirically testable framework that can provide specific insights into green product innovation from a capability perspective. This study develops a theoretical framework from a sustainability‐oriented dynamic capability (SODC) perspective. We conceive SODCs as consisting of three underlying processes (external resource integration, internal resource integration, and resource building and reconfiguration) that influence the change/renewal of sustainability‐oriented ordinary capabilities (SOOCs) (green innovation capability and eco‐design capability). This study answers two key questions: which SODCs are needed to develop green innovation and eco‐design capabilities? Which of these capabilities lead to better market performance of green products? We test a structural model linking SODCs to market performance in 189 Italian manufacturing firms. First, we find that the nature of the SODC–performance link (direct or indirect) depends on the SODC type. Specifically, resource building and reconfiguration is the only SODC with a direct effect on market performance. Second, all three types of SODC affect the eco‐design capability, which mediates the link between SODCs and market performance. Third, we find that external resource integration is the only SODC affecting the green innovation capability, which mediates the link between external resource integration and market performance. Resource building and reconfiguration is the SODC with the overall (direct and indirect) highest impact on market performance. This study, among the first to consider capabilities for green product innovation under a dynamic capability perspective, provides implications for scholars, managers and policy makers. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

The Internal and External Resource Integration in Operation Process: A Case Study

Currently, competitions among companies are not competitions between single companies, but are competitions between networks. Hence, it is very important for companies to know how to establish an effective external resource management and coordination mechanism. Company A, has achieved the integration of resource in different industries and departments, integrating the resource of various levels to a large scale. Vertically, it integrated the regional and industry resource; horizontally, it integrated the resource from internal departments and related cooperative companies. This thesis analyzes different integration models in terms of resource integration provider, network services provider, innovation network. And furthermore we focus on Company A to reveal how to integrate internal and external recourses to achieve integration advantage.

Firm boundary decisions in solution business: Examining internal vs. external resource integration

This paper examines the drivers that lead manufacturers to choose between an internal versus external resource integration approach as they transition to solution-based business. We emphasize product-based resources and examine drivers for the choice of resource integration approach through four distinct firm boundary conceptions – identity, competence, efficiency, and power. These boundary conceptions are applied to an empirical investigation of two global manufacturers, Wärtsilä and Kone, which have chosen opposite strategies to integrate product-based resources in transitioning to solution business: one opted to internalize the required resources, while the other works with a network of external partners. We develop research propositions to explicate how internal vs. external resource integration approaches in solution business represent distinct paths for manufacturers to grow their underlying product businesses; derive value from integrated resources; manage interdependence between solution components; and position themselves as central integrators of complex solutions. This paper contributes to the existing research by providing a systematic and theoretically inclusive analysis of alternative approaches to organizing solution provision. Previous contributions on these issues are very few and predominantly focus on examining manufacturers’ organization of service provision. This paper provides a complementary view focusing on product-based resources and incorporates a wider range of explanatory theories.

Integration risk in cross-border M&A based on internal and external resource: empirical evidence from China

This paper concerns the high failure rate during the integration phase of cross-border M&A from the resource-based view. This integration risk in cross-border M&A comes from both firm’s internal resource and external resource integration. On this basis, we clearly analyze the relationship between resource similarity and firm’s internal resources integration risk, as well as resource complementarity and firm’s external resource integration risk. Then, we put forward the main conclusion: stronger external resource complementarity and stronger internal resource similarity between the acquirer and target firms will make integration in cross-border M&A less risky. For this study’s empirical stage, we collect a large amount of questionnaire data from Chinese firms with cross-border M&A experiences. We use the logistic regression method to verify hypothesis. This paper provides both the acquirer and target firms with fresh ideas of how to avoid the integration risk of cross-border M&A. We hope to help firms from developing country to achieve more outstanding results through cross-border M&A in an intense global competitive environment.

New venture creation in the farm sector – Critical resources and capabilities

New venture activities and diversification at farms seem to be perceived as inherently beneficial both to farmers and to rural development. However, the benefit of such efforts and the critical resources and capabilities leading to them seem not to be well understood yet. The purpose of this paper is therefore to explore critical resources and capabilities for farm businesses engaged in entrepreneurial activities through on-farm diversification. The theoretical framework builds upon the resource-based view (RBV) and the dynamic capability (DC) perspective which have emerged as significant research streams within entrepreneurship and strategic management literature. A longitudinal study of three Norwegian farms engaged in on-farm diversification was undertaken through farm visits and in-depth interviews. Analyses show that the farm setting, its traditional production, its relative location, buildings and landscape might all be important resources which add value and uniqueness to the final product that is not easily copied by others. However, in order to reconfigure their resource base and perform necessary changes these farm businesses also rely heavily on developing appropriate dynamic capabilities. The farm businesses appear active in learning and integration of external resources and knowledge, but seem to struggle on building appropriate networks and strategic alliances. Implications for policy makers and practitioners are discussed.

Presenting natiOnal resources to audiences locally: exploring the role of external resources in institutional portals

This article outlines the ongoing work of the Presenting natiOnal Resources To Audiences Locally (PORTAL) project. The project, funded under the Joint Information Systems Committee's (JISC) FAIR programme, is addressing a number of issues associated with the deployment of institutional portals within the UK tertiary education sector and looking specifically at the integration of external resources. This article draws together the results of several project deliverables and presents work in the context of the growing interest in institutional portals and national development activities in this area. The article concludes that the inclusion of external resources within institutional portals offers the potential to enhance the institutional information environment, but that such developments must be undertaken in the context of the evolving needs of both users and content providers.