Role Of Management Capabilities Research Articles

The effect of management capability and entrepreneurial orientation on business performance through business strategy as an intervening variable

This study aims to analyze and know the role of management capability and entrepreneurial orientation on business performance through business strategy in the micro and small food industry (IMK) in Gorontalo Province. The population is all business people/owners of IMK in Gorontalo Province, with a total sample of 377 respondents. This study applies a non-probability method using purposive sampling and proportionate stratified random sampling techniques. Furthermore, this study uses PLS (Partial Least Square) to analyze the data. The findings show that Management capability has a significant positive effect on business strategy and has a significant positive effect on business performance. Entrepreneurial orientation has a significant positive effect on business strategy and has a significant positive effect on business performance. Business strategy is proven to have a significant positive effect in mediating the effect of management capability and entrepreneurial orientation on business performance. Thus, the theoretical and managerial implication is that all variables involved in this study have a positive and significant direct and indirect influence on business performance. This research is expected to provide understanding and knowledge for Gorontalo food SMEs and local governments in terms of increasing competitive advantage. and IKM business performance can be done through the implementation of entrepreneurial orientation, management skills, and business strategies.

How does Voluntary Carbon Disclosure (VCD) Induce Changes in Carbon Performance? With the Role of Management Capability

While there a growing interest in Voluntary Carbon Disclosure (VCD), comparatively little is discussed whether the improved quality of voluntary carbon disclosure can lead to subsequent changes in a company’s carbon reduction performance. Drawing on companies under the Korean Emission Trading Scheme (ETS) with the contents analysis of their sustainable reports, the present research seeks to address the existing knowledge gaps in the current literature on environmental disclosure. Findings empirically show that an increase in the voluntary carbon disclosure score is positively transformed into changes in carbon performance and further develop that the effect of voluntary carbon disclosure on carbon performance varies depending on changes in management capability with the moderation effect.

The Role of Management Capabilities on Entrepreneurial Orientation and Firm Growth Relationship

The concept of firm orientation by Miller seminal works (1983) was expanded further by other scholars and gradually came to be known as entrepreneurial orientation. The objective of this study is to review the literature on entrepreneurial orientation, firm growth and management capabilities within the context of university spin-off firms. Thus, this paper seeks to review the impact of management capabilities as a main source and driver on firm’s growth. This paper proposes a conceptual model to further realize the influence of managerial capabilities on firm growth and entrepreneurial orientation relationship. Despite its coverage and emphasis, the concept of entrepreneurial orientation lacks theoretical basis and contextual study that could enhance its understanding. Previous research has defined entrepreneurial orientation in a variety of ways. This paper utilizes Resourcebased View in particular Penrosian Theory of Firm as underpinning theory.

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Developing appropriate management capability enables manufacturing firms to strengthen competitive direct procurement advantage. The purpose of this study is to investigate what management capabilities can enable firms to create competitive direct procurement advantage and how web-enabled direct procurement moderates the competitive impact of management capabilities. This study conducted an empirical survey with a valid sample of 101 manufacturing companies in Taiwan to evaluate the research model of this study. The results revealed that process management, trust-building, and coordination capabilities significantly influence the competitive direct procurement advantage. Moreover, this study observed that web-enabled direct procurement alone does not directly influence the competitive direct procurement advantage. Web-enabled direct procurement plays a complementary role in reinforcing the effect of management capabilities.

Management Capability and the Paradox of the Organized Firm

Management Capability and the Paradox of the Organized Firm Nathália Pufal, Paulo Antônio Zawislak, André Cherubini Alves, Jorge Tello-Gamarra Abstract A company is an existing technological set of products and process transformed by internal and external business activities. From that point of view, a company is the result of four essential capabilities: technology development, operations, management and transactions. In order to succeed, any business company must find its capabilities’ right balance by coordinating its business activities to become an efficient economic agent or simply an organized firm. However, in the real world, firms face a continuous paradox that challenges its very organization and perpetuity. Why is it so difficult to find the capabilities’ right balance? On what kind of effort should the coordination structure of any existing firm rely? This paper focuses on the role of management capability as a key factor to the firm in fine-tuning the organization. A multiple case-study was conducted in 30 Brazilian firms from different industrial sectors. These firms were classified according to their management types into (1) family, (2) family-professional and (3) professional. The results show that in the three types of the firms, management capability varies according corporate strategy, resource allocation, coordination and integration, norms and procedures. Management capability’s scope goes beyond the simple planning and controlling, its key role is to cope with the paradox of stability and change in order to allow innovation to flourish. Full Text: PDF DOI: 10.15640/smq.v2n3-4a3

Start-up Survival and Management Capability: A Longitudinal Study of Micro-enterprises

This study reports on the results of a longitudinal study into management capability and its relationship with new venture survival/failure. In order to compare the experiences of surviving versus failed businesses, the researchers tracked 115 “surviving” microenterprises that had been launched during the 1997–99 period, as well as another 69 that had failed during this period. The findings supported the role of management capability, especially in marketing, in enhancing the survivability of these new micro-enterprises. Also, survivors demonstrated initial overconfidence in their management capabilities. Implications of the study are discussed and directions for future research proposed.