Strategic Organizational Capabilities Research Articles

KNOWLEDGE TRANSFER AND ORGANIZATIONAL CAPABILITIES

Today’s Economy is rapidly facing changes in globalization and Knowledge-based products and services. The survival and performance of an organization are influenced by its ability and speed in Developing knowledge-based competencies among the employees (Salina and Fadzilah,2008) According to Goh, SC. (2002), One of the major challenges an organization faces are managing its knowledge assets. Increasingly, knowledge transfer is seen as a basis for competitive advantage. Organizations always face issues with the kind of information, competencies, and expertise that are essential for it to take widespread advantage of available opportunities (Husnain et al., 2021). In addition to these competencies, an organization must possess unique features that competitors find difficult to imitate while operating in the same market and industry (Sousa and Rocha 2019; Sohail et al., 2020). This paper explores, in-depth, the role that key strategic organizational capabilities play in facilitating or preventing knowledge transfer. The paper converses knowledge transfer in an organizational context, then discusses significant organizational capabilities that trigger knowledge transfer and further discuss how these organizational capabilities influence the ability to transfer knowledge, an important area of knowledge management. Each of these key capabilities and their influence on Knowledge transfer is discussed separately and then integrated into a framework to explain how effective knowledge transfer can be managed in an organization with such capabilities. Conclusions are drawn about the complexity of knowledge transfer and the need to take a balanced approach to the process.

Human resources analytics: A systematization of research topics and directions for future research

The management of human resources is today significantly impacted by the emergence of the global workforce and the increasing relevance of business analytics as a strategic organizational capability. Whereas human resources analytics has been largely discussed in literature in the last decade, a systematic identification and classification of key topics is yet to be introduced. In particular, there is room for conceptual contributions aiming to provide a comprehensive definition of concepts and investigation areas related to HR analytics. Using a systematic literature review process, we deconstruct the concept of human resources analytics as presented in a vast although fragmented literature, and we identify 106 key research topics associated to three major areas, i.e. enablers of HR analytics (technological and organizational), applications (descriptive and diagnostic/prescriptive), and value (employee value and organizational value). We also speculate on an “exponential” view of HR analytics enabled by the affirmation of artificial intelligence and cognitive technologies. The article provides a large systematization effort and a research agenda for developing further studies in the field of HR analytics. By a practitioner perspective, the study offers insights to support the design of innovative analytics projects within organizations.

Organizational capabilities towards corporate sustainability benefits: A systematic literature review and an integrative framework proposal

This research relates the theme of corporate sustainability to organizational capabilities from business strategy. The literature brings initial indications on the contribution of strategic organizational capabilities to corporate sustainability. However, these attempts are still incipient and non-structured. Thus, in order to explore different organizational capabilities that companies can develop to obtain sustainability benefits, this paper aims to propose an integrative framework that relates strategic organizational capabilities for sustainability and expected corporate sustainability benefits. For this, a systematic literature review was conducted, based on a paper sample of 88 publications extracted from the ISI Web of Science database. The paper also develops a descriptive overview of the subject, presenting the main gaps and a research agenda. The results showed that corporate sustainability is strongly related to business strategy and the ability of companies to develop specific capabilities. Thus, the understanding from academics and managers on what strategic organizational capabilities (OCs) consists and how they can be developed or improved is fundamental to reaching corporate sustainability. The paper presents some contributions. First, the integrative framework developed from the literature review comprises seven categories of organizational capabilities for sustainability (OCSs) related to ten categories of corporate sustainability benefits (CSBs). Second, the framework can contribute as a support tool for managers, by providing an explicit guideline on which capabilities that can be developed and/or improved in the organization to achieve a certainly expected sustainability benefit. Third, it is possible to identify OCS and CSB categories that have already been related in the literature and those that need further research. Fourth, the overview of the literature of OCS by bibliometric and cluster analyses allowed a broad understanding of how academics have addressed these themes over the years. Finally, the research agenda developed from the literature review may broaden opportunities for further research on the subject.

Toward Enhancing Sustainable Competitive Advantage of Small and Medium Enterprises in Developing Economies of Africa: A Confirmatory Analysis

The increasing globalization and liberalization of trade have posed onto manufacturing small and medium enterprise (SMEs) in developing economies of Africa a survival and growth challenges. Nevertheless, the resource-based-view (RBV) has given rise to a perspective that views a firm’s intangible assets as strategic resources with the potential to create and enhance sustainable competitive advantage in both local and global markets. Based on the peculiarity of SMEs in Africa, this paper develops and validate a conceptual model on the role of strategic organizational capabilities in improving the competitive advantage of SMEs for sustainable development in developing economies of Africa. Precisely, six variables were identified and reviewed as strategic capabilities. A total number of 81 valid questionnaires were retrieved from owners/managers of SMEs in Yobe state Nigeria and used to evaluate the reliability and validity of the adopted measures. The result of Cronbach’s Alpha test reveals a satisfactory value for all the variables under study. Specifically, innovation, learning, management, marketing, relational and technological capabilities have been established to be reliable strategic capabilities that would effectively and efficiently create and improve the sustainable competitive advantage of SMEs in developing economies.

Policymaking and Management in Israeli Local Government

Israeli local government has reemerged despite a highly centralized political system, as local politics have become more autonomous, as a political party based on grass roots movements assumed national power, and as economic stagnation revealed shortcomings of national policies. Central‐local relations are still cooperative as well as cooperative, continuing to provide safety nets in the event of local mistakes. Austerity and recurring financial crises have necessitated new management orientations and organizational adaptation among local governments. The mode of learning (and unlearning) is highly contingent: in some circumstances a quick process based on opportunism, in others having been fuelled by entrepreneurial forces. The development of strategic organizational capabilities still encounters great difficulties.