How Brand Oriented Dynamic Capabilities Affect Market Share Performance Output: A Resource-Based Theory Approach

2013 ◽  
Author(s):  
Nebojsa S. Davcik ◽  
Nicholas Grigoriou
Keyword(s):  
Market Share ◽  
Dynamic Capabilities ◽  
Theory Approach ◽  
Resource Based Theory

scholarly journals The development of a conceptual framework to guide sustainable organisational performance

2007 ◽  
Vol 38 (4) ◽  
pp. 9-19 ◽  
Author(s):  
S. Fontannaz ◽  
H. Oosthuizen
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Assessment Tool ◽  
Management Practice ◽  
Qualitative Interviews ◽  
Conclusive Evidence ◽  
Theory Approach ◽  
Organisational Performance ◽  
Strategy Formulation ◽  
Management Approaches

The emergence of the networked economy implies that traditional management approaches no longer suffice in addressing the challenge of complexity. This is compounded by the existence of divergent approaches to determining organisational performance in both management practice and academia, resulting in an execution gap occurring between strategy formulation and results.This article contributes to an understanding of organisational performance by integrating the divergent approaches to determining organisational performance into the Performance ‘ESP’ framework. This provides a conceptual framework to guide organisational development. The research to validate the framework includes a grounded theory approach, comprising a meta-analytical study of existing research, in-depth qualitative interviews and the pilot testing of the Performance ESP Index, which provides a composite measure of the multi-faceted stakeholder view of organisational performance.The research concludes that organisational performance resides in an organisation’s ability to integrate the divergent approaches, to create an execution culture with the necessary dynamic capabilities for sustainable organisational performance in addressing the challenge of complexity. There needs to be diversity in executive abilities at board level to ensure the integration of strategy and people to create the execution culture. Furthermore, leadership should focus on the strategic fusion of strategy and people, whilst management should focus on developing the strategic paradigm throughout the organisation to ensure an execution culture.The Performance ESP framework provides a diagnostic tool to assess the existence of an execution culture to address the challenge of complexity. The purpose of the assessment tool is to complement the financial metrics of profitability, to ensure a balance between short term profitability and growth for sustainable organisational performance.Further research is required to confirm the reliability of the Performance ESP index as the initial pilot study, whilst indicative of the potential of the instrument, did not provide conclusive evidence of reliability.

scholarly journals Exploring the impact of the COVID-19 pandemic on approaches to innovation in the consulting industry: a grounded theory pilot study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diane Laurette Kamning
Keyword(s):  
Grounded Theory ◽  
Pilot Study ◽  
Organizational Support ◽  
Dynamic Capabilities ◽  
Global Changes ◽  
Theory Approach ◽  
Content Type ◽  
Innovative Solutions ◽  
Consulting Industry ◽  
The Impact

PurposeThere is a significant pressure on consulting businesses to produce innovative solutions and to assist their clients in producing innovative solutions for their organizational problems as well. In addition to that challenging need to innovate for survival and competition, as other contemporary firms, consultancies must face the global changes brought by the outbreak of the coronavirus infection since 2019. This qualitative pilot study aimed at exploring the impact of the coronavirus disease 2019 (COVID-19) pandemic on the approaches to innovation in the consulting industry.Design/methodology/approachTriggered from the literature gap on approaches to innovation in consultancies during the unprecedented COVID-19 pandemic, a grounded theory approach was used to generate a theoretical explanation of how the COVID-19 is affecting the strategies and approaches of businesses in harnessing innovation opportunities from the perspectives of four professionals from an information technology (IT) consultancy in the USA.FindingsThe findings of this pilot study showed that organizational leaders' increased responsiveness, a Job-To-Be-Done strategy, organizational support and team adaption are the keys to harvesting dynamic capabilities for better competition, even during global environmental changes.Practical implicationsThis implies that managers remain the main actors in a firm's efforts to harvest dynamic capabilities. Innovation strategists, business leaders and policymakers can confidently work together to implement novel and flexible work settings that integrate both social and economic advancements.Originality/valueTheoretical implications support the sustainable innovation strategy concepts and the Job-To-Be-Done theory. Finally, the substantive theory from this pilot study lays the ground for future research on approaches to innovation in the consulting industry.

Impact of Innovation Types on SMEs’ Performance in the Cape Coast Metropolis of Ghana

2019 ◽  
Vol 5 (2) ◽  
pp. 110-127
Author(s):  
Stephen Oduro
Keyword(s):  
Customer Satisfaction ◽  
Market Share ◽  
Emerging Economies ◽  
Dynamic Capabilities ◽  
Partial Least Square ◽  
Business Strategies ◽  
Research Approach ◽  
Cape Coast ◽  
Time To Market ◽  
Organisational Innovation

Research on innovation is up surging in recent years in management literature. Yet empirical research on how innovation types impact the different aspects of small and medium enterprises’ (SMEs’) performance is still under-researched, particularly in emerging economies. This study develops a holistic conceptual model to examine how innovation types impact the various dimensions of SMEs’ performance in the Cape Coast Metropolis of Ghana. The study builds on the dynamic capabilities theory and employs a quantitative research approach via a survey questionnaire and simple random and convenience sampling techniques to select 307 respondents for the analysis. Structural Equation Model Partial Least Square was used to test the hypotheses formulated. Results demonstrate that all the four types of innovation—product, process, organisation and marketing—positively impact SMEs’ performance, but organisational innovation has the has the most considerable effect size. More specifically, findings show that product innovation positively relates to performance in terms of—customer satisfaction, market share, sales and competitiveness; process innovation—speed time to market and competitiveness; marketing innovation—sales, customer satisfaction, market share and competitiveness; and organisational innovation—profit, competitiveness, speed time to market and growth in employment. It is, therefore, recommended that managers at operational and strategic levels in SMEs give distinctive attention to these types of innovation in their business strategies to enhance performance and growth. The government should also provide educational and financial support to help the SMEs in their adoption of innovation. This study theoretically and pragmatically contributes to entrepreneurship and innovation research in emerging economies.

Strategies for Increasing the Market Share of Recycled Products—A Games Theory Approach

2009 ◽  
Author(s):  
Dimitris F. Batzias ◽  
Yannis A. Pollalis ◽  
George Maroulis ◽  
Theodore E. Simos
Keyword(s):  
Market Share ◽  
Theory Approach ◽  
Games Theory

scholarly journals Combining institutional theory with resource based theory to understand processes of organizational knowing and dynamic capabilities

2017 ◽  
Vol 25 (1) ◽  
pp. 43 ◽  
Author(s):  
Adriana Roseli Wünsch Takahashi ◽  
Josué Alexandre Sander
Keyword(s):  
Institutional Theory ◽  
Dynamic Capabilities ◽  
Design Method ◽  
Research Question ◽  
Two Dimensions ◽  
Future Research ◽  
Theoretical Frameworks ◽  
Institutional Processes ◽  
Further Development ◽  
Resource Based Theory

Purpose/ Research question.  A promising way to understand the development of the dynamic capabilities and the knowing process is to build a bridge between the Institutional Theory and the Resource-Based Theory (RBT). Although being needed, this approach is missing in the extant literature. So we have a research question: It possible to construct a bridge between two dimensions basing on two theoretical bodies (Institutional Theory and RBT) using an “inverted binocular” to look at knowing process enacted in a process of organizational learning, for formation of competences and dynamic capabilities? Design/Method/Approach. This paper analyses two different theoretical frameworks in a theoretic way and proposes an interface between those. Findings. The exploration and explication of micro-institutional processes (organizational or individual) can be connected to the macro level (societal or field level) by combining Institutional Theory with Resource Based Theory (RBT) in a multiparadigmatic view between visions and levels (cross-level). Theoretical implications. The bridge between these two theories would enable to strengthen the comprehension of the organizational changes in the various levels of analysis, considering their mutual dependence, and the knowing process and dynamic capabilities. Originality/Value. One of the differentials of this paper is the attention given to knowledge as the main piece for the construction of the bridge between these theories. Research limitations/Future research. An interface between the RBT and Institutional theory is necessary for a further development and understanding of concepts such as dynamic capabilities. Paper type – conceptual.

Organizational determinants as antecedent factors of export marketing strategy archetypes of agri-food firms: a three country analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Predrag Radojevic ◽  
Slavica Manic ◽  
Edward Churlei ◽  
Leonidas Hatzithomas ◽  
Adam Suluburic
Keyword(s):  
Marketing Strategy ◽  
Dynamic Capabilities ◽  
Self Report ◽  
Theory Approach ◽  
Quantitative Methodology ◽  
Content Type ◽  
Export Marketing ◽  
Organizational Determinants ◽  
Self Report Data ◽  
Data Collection Technique

PurposeThis paper researches export marketing strategy (EMS) archetypes of agri-food exporters and organizational determinants that pose as their antecedent factors, using resource-based, dynamic capabilities and contingency theories as theoretical framework in a multi-county research setting. A twofold objective is specified – to explore hitherto used EMS and to examine differences between agri-food exporters based on organizational determinants.Design/methodology/approachComparative research design, quantitative methodology, an etic/emic approach, descriptive and causal data analyses were employed. EMS archetypes were portrayed on radial plots, while six hypotheses were tested using MANOVA.FindingsThe tactical coordinator was identified as a universal EMS archetype. Diversity of archetypes was found as results of the effect of organizational determinants, confirming their ambivalent impacts rooted in the resources, capabilities and contingencies exporters have to face.Research limitations/implicationsMain limitations arise from the sample choice in international business, concentration only on organizational determinants, survey as a data collection technique and reliance on self-report data from managers. Nevertheless, several theoretical and practical implications are defined.Originality/valueTo the authors’ knowledge, this paper is the first to apply the EMS archetype perspective to the agri-food industry in a developing country context and in an economic crisis context. Its multi-theory approach is supplemented with researched countries' national culture perspective and institutional background to extend understanding of agri-food firms' EMS archetypes.

Lean Six Sigma Implementation Framework Using Resource-Based Theory Approach

2019 ◽  
pp. 287-304 ◽  
Author(s):  
Michael Sony
Keyword(s):  
Competitive Advantage ◽  
Operations Management ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Organizational Strategy ◽  
Theory Approach ◽  
Implementation Framework ◽  
Integration Framework ◽  
Firm Capability ◽  
Resource Based Theory

Resource-based theory (RBT) is one of the most popular paradigms in operations management. Lean Six Sigma (LSS) is the most widely used business improvement initiative for the last two decades. The previous LSS frameworks were concentrated on the LSS processes, and none of them proposed a link between organizational strategy, organizational resources and capabilities for gaining competitive advantage. The purpose of this chapter is to construct an RBT-based LSS framework. By reviewing the previous literature on RBT, LSS and organizational strategy, this chapter builds an implementation framework. This framework considers the firm resources, firm capability, competitive advantage, and LSS integration as the foundation of a firm's strategy. The research suggests that application of RBT can add richness to LSS implementation within an organization, which will bring practical implications for forming the resource-based strategy in the organizations leading to competitive advantage. This is the first chapter to suggest an integration framework of RBT with LSS for strategy implications.

scholarly journals Dynamic capabilities as patterns of organizational change

2015 ◽  
Vol 28 (2) ◽  
pp. 213-231 ◽  
Author(s):  
Albert Sune ◽  
Jenny Gibb
Keyword(s):  
Organizational Change ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Higher Order ◽  
Environmental Turbulence ◽  
Theory Approach ◽  
Bottom Up ◽  
Content Type ◽  
Goal Development ◽  
Process Outcomes

Purpose – In this paper the authors explore the managerial processes involved in deep, purposeful organizational change. The authors investigate change towards a goal-directed end state and the managerial actions involved in reaching it. The purpose of this paper is to identify patterns of organizational change by analysing how variations occurred in a firm’s resources and capabilities at a time of high internal and external uncertainty. Design/methodology/approach – The authors use a longitudinal in-depth case study on the airline Spanair. The authors analyse the change process this airline engaged in between 2007 and 2012, which was considered the most turbulent period in aviation history. The authors followed the grounded theory approach to induce a strategic capability pattern model from secondary data. Findings – The authors identify a capability pattern with four dynamic capabilities: adding, transferring, integrating and shedding; and two higher-order capabilities: goal development and change orchestration. The authors show how the higher-order capability processes are performed by two levels of decision makers, where one creates a goal-directed path, and the other performs a central role in orchestrating change. Originality/value – Using the teleological approach the authors identify how top management orchestrate change arising from the dynamic capability process outcomes in a top-down and bottom-up manner. As such the authors show how the role of management becomes fundamental in adjusting the capabilities required to meet the goals set, particularly in times of heightened internal and external environmental turbulence. The authors also emphasize the importance of providing bottom-up advice to goal directors.

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