Role Of Organizational Capabilities Research Articles

Influence of Information and Communication Technology Infrastructure on the Adoption of Enterprise Resource Planning at The Kenya Medical Research Institute in Nairobi City County, Kenya

Organizational capabilities are critical sources of creating and building long-term competitive advantage. Organizations that can develop and deploy unique, inimitable, and valuable capabilities will gain sustainable competitive advantage. There is a dearth of information on the role of organizational capabilities in the implementation of Enterprise Resource Planning. Thus, this research analyzed the influence of Information and Communication Technology infrastructure on the adoption of Enterprise Resource Planning at the Kenya Medical Research Institute. This research was premised on the resource-based view theory, technology acceptance model, and dynamic capabilities theory. A descriptive survey design was utilized in the study. Semi-structured questionnaires will be administered for the data-gathering process. A census approach was used to select 52 employees of Kenya Medical Research Institute. The researcher personally issued the questionnaire to the subjects. The drop-and-pick method was adopted later in cases where participants might be unable to complete and return the questionnaires at the time of their administration. The Statistical Package for Social Sciences (SPSS) version 21 was utilized for descriptive and inferential statistical analysis. Regression and correlation analyses were performed to unearth the associations among variables. All ethical conducts were duly followed. Prose discussion was used to display the data collection’s findings and the validity of the questionnaire was conducted by the use of expert opinions that assisted to establish content validity and the supervisor reviewing the items suggested while reliability was determined using Cronbach’s Alpha test. The findings indicated a positive influence of Information and Communication Technology infrastructure on the adoption of ERP. The study concludes that a robust IT infrastructure is essential for supporting the scalability requirements of an ERP system. Senior management support helps in securing necessary resources for the ERP implementation, including budget allocation, staffing, and technology infrastructure. The study recommends that KEMRI should upgrade hardware and software by investing in new servers, storage devices, and networking equipment can help ensure that the IT infrastructure can support the demands of the ERP system.

Uncertainty management in engineering-service development: the role of organisational capabilities

PurposeEngineering-service (ES) development is characterised by high uncertainty, the management of which is crucial for the success of the offering during the provision of ESs. This paper studies suitable organisational capabilities to address different uncertainty types.Design/methodology/approachBased on conceptualisation of individual uncertainty types and organisational capabilities, this study investigated their empirical links through six case studies of ES development projects. The data consisted of 64 semi-structured interviews, 10 weeks of observational data and 166 supporting documents describing the projects.FindingsThe findings provide empirical evidence for four distinct uncertainty types (environmental, organisational, technical and relational uncertainty) and the organisational capabilities needed for addressing them. The authors identified unique dominant capabilities for each uncertainty type (commercialisation for environmental uncertainty, coordination for organisational and technical uncertainty, and relational capabilities for relational uncertainty), which were complemented with supporting capabilities, including project management and integration.Originality/valueThis study contributes to the service operations literature by merging previously separate research streams on uncertainty and organisational capabilities in ESs and servitization. Through this merge, this study offers a more coherent understanding by extending previously sporadic insights into specific links between individual uncertainty types and individual capabilities.

Impact Measurement Tools and Social Value Creation: A Strategic Perspective

Recent research in management has examined how organizations, public or private, can generate positive externalities and minimize negative effects to society and the environment. The purpose of this chapter is to discuss the conceptual bases of the operationalization of social value, with particular emphasis on the merits and limitations of the diverse impact measurement tools that have been used in practice. We start by identifying four channels through which impact measurement connects with social value creation: signaling an impact purpose or orientation, creating management tools to monitor the performance of the target populations, assessing causality, and computing welfare gains across various types of interventions and activities. We then argue that tools related to each channel differ according to three central attributes: precision in the assessment of causal impact, comparability across projects, and measurement cost. We posit that it is difficult to combine high precision, high comparability, and low cost. For instance, tools that seek to monetize social outcomes may increase comparability, but they may also reduce precision in cases where there is no concurrent causal assessment of impact. We then suggest potential research areas to advance the analysis of impact measurement and its connection with management practice, including the need to achieve higher transparency and avoid misleading claims of positive impact, the role of organizational capabilities, the use of measurement techniques in tandem with other complementary organizational practices (such as outcome-based contracts), and dynamic effects arising as organizations progressively learn from their adoption of multiple measurement tools.

The Role of Organizational Capabilities in Reducing Technological Risks and Improving the Market Performance of Knowledge Companies by Mediating role of Technology Intelligence

امروزه شرکت‌های دانش‌بنیان به‌عنوان یک ابزار مهم در توسعه اقتصادی شناخته می‌شوند و از آنجایی که در بازار فعلی، شرکت‌ها با محیط‌های فناورانه پویا و آشفته‌ای روبه‌رو هستند، این امر شرکت‌ها را وا می‌دارد که به دنبال پاسخگویی مناسب و هوشمندانه به این محیط پرتلاطم باشند. نرخ سریع تغییرات فناورانه، شرکت‌های دانش‌بنیان را با ریسک‌هایی مواجه می‌کند؛ بنابراین این شرکت‌ها براي رسیدن به کارایی و اثربخشی در حوزه فناوري، می‌بایست در رابطه با تغییرات محصول، مواد، فرآیندها و فناوری‌های مرتبط با کسب‌وکار قابلیت‌های لازم را به دست آورده و نسبت به آن‌ها آگاه باشند. قابلیت‌های سازمانی و هوشمندی فناوری، ازجمله ابزارهایی هستند که کمک می‌کنند تا شرکت‌ها نسبت به محیط فناورانه خود، آگاهی لازم را داشته و خود را با این محیط همگام سازند. پژوهش حاضر، ازلحاظ هدف، توصیفی و ازلحاظ شیوه گردآوری اطلاعات، کتابخانه‌ای و ازلحاظ نوع کیفی و مبتنی بر تحلیل محتواست. تعداد 63 مقاله که ارتباط بسیار نزدیک با موضوع پژوهش داشته انتخاب شده است. درنهایت با توجه به حداقل تعداد مورد نیاز برای تعمیم نتایج طبق نظر خبرگان و اساتید دانشگاهی 30 مورد از مرتبط‌ترین مقالات به عنوان مقالات جامعه هدف با استفاده از رویکرد توصیفی- تحلیلی مورد توصیف، ارزیابی و تحلیل قرار گرفت. در این پژوهش از روش تحلیل محتوای کیفی با رویکرد تلخیصی استفاده شده است. سازمان‌دهی داده‌های کیفی در تحلیل این پژوهش در سه مرحله کدگذاری اولیه، کدگذاری باز و کدگذاری انتخابی انجام شده است. پژوهش حاضر با ارائه مدلی نظری بر اساس پیشینه پژوهش و با تأکید بر اطلاعات و دانش کسب‌وکار‌های دانش‌محور، نقش قابلیت‌های سازمانی را در کاهش ریسک‌های فناورانه و بهبود عملکرد بازار شرکت‌های دانش‌بنیان با میانجی‌گری هوشمندی فناوری به‌منظور رقابت کارآمدتر و توسعه و بهبود محصولات و خدمات جدید مورد بررسی قرار می‌دهد.

The role of organizational capabilities in attaining corporate sustainability practices and economic performance: Evidence from Italian wine industry

Corporate sustainability assigns firms the key role of integrating and pursuing economic, environmental and social goals. Thus, firms struggle to link corporate sustainability practices and organizational performance. These efforts require enabling factors, namely organizational capabilities, which have yet to be identified and studied. Applying a dynamic resource-based perspective, the present study aims to explore the role of three organizational capabilities for implementing proactive socio-environmental practices and related economic performance: collaboration with partners-suppliers, adoption of advanced technologies and product innovation. By estimation of a structural equation model with survey data from 357 firms in the Italian wine industry, the results indicate that collaboration with partners-suppliers and product innovation capability foster the implementation of proactive socio-environmental practices. Hence, the role of fostering corporate sustainability is not accidental but can be managed by taking different dimensions into account, namely motivation within the firm and interaction at organizational as well as systemic levels. In addition, the direct link between the proactive socio-environmental practices and economic performance, and their positive mediating effect on the capabilities identified and economic performance highlight the opportunity to trigger a virtuous circle to address corporate sustainability because organizations are involved at strategic and operational levels. These results provide important managerial implications. First, companies oriented towards sustainability should identify and develop specific capabilities rooted in the organization to implement practices that are a source of competitive advantage in a market increasingly conscious and attentive to sustainability issues, such as the wine industry. Second, the development of specific organizational capabilities can overcome some possible disadvantages associated with young and small-medium enterprises interested in implementing the concept of corporate sustainability.

The role of organizational capabilities in achieving superior sustainability performance

Executives and scholars alike strongly emphasize the increasing need to adequately respond to the economic needs of customers while simultaneously considering human welfare and ecological constraints. This study contributes to the ongoing debate on the triple bottom line by disclosing a compilation of organizational capabilities (strategic flexibility, value chain flexibility, and customer integration) that supports firms in achieving superior sustainability performance. Using survey data of chemical firms in Germany, structural equation modeling eventually confirms the mediating role of value chain flexibility and customer integration in the strategic flexibility–sustainability performance relationship.

Dynamic and Coordinative Capabilities: Creating Competitive Advantage for Architectural Firms

With the emergence of new organizational forms and environmental dynamism, research on organisational capabilities and their value creation has become an important focus among scholars. The aim of this paper is to investigate the role of organisational capabilities (OC), specifically dynamic capabilities (DC) and coordinative capabilities (CC) for the strategic performance of architecture companies. Based on the resource-based-view (RBV) we hypothesize that DC and CC, which are embedded in the organization itself and developed through projects and individual capabilities, influence the strategic performance of architects and thus lead to competitive advantage and higher performance of architectural firms. The research framework is empirically evaluated by using data from architecture companies in Austria, Germany and Switzerland. We test the hypotheses by applying a stepwise regression analysis. Our research results provide strong support for the hypotheses that innovation capabilities and coordinative capabilities have a strong influence on firm performance, especially when moderated by environmental uncertainty.

The role of organisational capabilities in the formation of value networks in public transport services

Purpose – The purpose of this paper is to explore the role of organisational capabilities (dynamic and operational) in the formation of value networks in the context of public transport services.De ...

Creating options while designing prototypes: value management in the automobile industry

PurposeThe purpose of this paper is to provide a general valuation model for the optimal design of the product development process, exemplified by automobile development. Underpinning this model is the identification of key business processes, which are analyzed in order to explain firm‐level efficiency advantages stemming from the design of the technical system.Design/methodology/approachBased on the case studies and literature on the role of organizational capabilities in creating value for the organization, a novel real option valuation model for set‐based concurrent engineering (SBCE) was proposed.FindingsA numerical example demonstrates that it is possible for the optimal number of design alternatives to develop in parallel. Under certain circumstances, developing multiple design alternatives in parallel is shown to generate significant value, fully accounting for the increase in costs of doing so.Practical implicationsFive principles of product development are proposed as a managerial tool. These findings are aimed at both practitioners and academics and solve fundamental questions raised concerning optimal resource allocation within the development process.Originality/valueSBCE is shown to be structurally analogue to a multivariate contingent claim, thereby assigning a value to the underlying technical and organizational capabilities.

The role of organizational capabilities in successful e‐business implementation

PurposeBased on organizational capabilities and information technology implementation literature, this study seeks to propose a research model to examine the influence of organizational capabilities on e‐business implementation success.Design/methodology/approachData collected from 202 information systems executives in large Taiwanese organizations were employed to test the relationships between the research model constructs. The results from the structural equation modeling approach provide quite a strong support for the hypothesized relations.FindingsThe results showed that certain factors related to organizational learning and knowledge management capabilities are important antecedents of e‐business value.Research limitations/implicationsThis study did not test all organizational factors, and focused particularly on learning capacity and knowledge capability factors. A knowledge asset must be rare and inimitable to become a source of competitive advantage. Without secure processes, knowledge loses the key qualities of being rare and inimitable. Future research could assess the influence of knowledge protection processes on e‐business implementation success.Practical implicationsKnowledge management means recognizing and managing all of an organization's intellectual and social capital to meet its e‐business objectives. An organization needs a well‐designed knowledge management infrastructure to create and maintain the e‐business knowledge required to improve back‐office efficiency, customer intimacy and efficiency of coordination with business partners.Originality/valueThis study is significant for at least two reasons: it determines the key antecedents to successful e‐business implementation based on organizational learning and knowledge management perspectives and it helps to understand the effects of organizational capabilities and e‐business contribution on a firm's performance.

Leveraging CRM for Sales: The Role of Organizational Capabilities in Successful CRM Implementation

Customer relationship management (CRM) is one of the fastest growing business practices in today’s environment. CRM has been credited with substantial improvements in improving the effectiveness of sales forces. This paper offers an investigation of CRM implementation and proposes a model that explains the roles of organizational learning, business process orientation, customer-centric orientation, and task–technology fit in enabling the transformation of CRM from a technological tool to an advantage-producing resource. The development of the framework is based on extant theory and an analysis of responses to open-ended questions assessing (dis)satisfaction with CRM implementation. Implications for sales management are discussed.

The role of organizational capabilities in cleaner technology adoption: an analysis of the response of the pharmaceutical manufacturing sector in Ireland to IPC licensing regulations

AbstractIn introducing integrated pollution control licensing, regulators hope to achieve economic advantages as well as environmental benefits. The licensing is used as a vehicle for encouraging firms to adopt cleaner technology, potentially allowing firms to achieve economic advantages through process efficiencies and reduced environmental control costs. In Ireland, the regulatory approach has been to require firms to make managerial changes in the belief that this is a necessary precursor to the take‐up of new technology. This paper examines how the pharmaceutical manufacturing sector has responded to environmental regulations that require cleaner technology adoption and managerial changes. Quantitative indicators are developed using data reported to the Irish Environmental Protection Agency. Analysis shows that firms were differentially able to implement both cleaner technology and the mandated managerial processes. The implications for policy are that regulatory instruments designed to stimulate cleaner technology may not be sufficient to promote change in firms, given that the influence of these instruments is mediated by the role of firm‐specific, experience‐based organizational capabilities. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.