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AbstractPurpose -This paper aims to examine the influence of the dynamic capabilities of small and medium enterprises (SMEs) on organizational performance, and the interaction between dynamic capabilities and organizational inertia in a volatile environment. Design/methodology/approach -A quantitative survey was carried out in Lithuania's SME sector. In order to achieve the aim of this empirical research, a sample of 360 SMEs was analyzed. Findings -This exploratory study offers a conceptual model for dynamic capabilities and organizational inertia in a volatile environment. The findings suggest that dynamic capabilities have positive effects on non-financial relative organizational performance, though no impact on financial relative organizational performance has been revealed. The authors argue that organizational inertia moderates dynamic capabilities and relative organizational performance. Research limitations/implications -One suggestion for further research is to investigate the interaction between dynamic capabilities and organizational inertia in a stable environment and to perform longitudinal research embracing a broader sample of organizations. Originality/value -The study addresses a gap in strategic management literature and practice, examining the interaction between SME dynamic capabilities and organizational inertia in a volatile environment during an economic crisis.
<p>Inter-organizational networks are frequently used to execute
large and megaprojects. This study develops a theoretical framework for the
governance of these networks. Twenty-eight case studies, each representing a
network for a project, were assessed using 124 interviews in ten countries. A
three-layer governance model is derived from the analysis. At the lowest layer
(network governance) is the individual network of organizations collaborating
in a project. This layer is explained through Multi-level Governance Theory.
The intermediate layer (governance of networks) addresses the steering of the
different networks these organizations are part of, such as for training,
certification, safety etc.. At the top layer (metagovernance) are the
ground-rules, set by governments or other investors to regulate how the two
other layers are allowed to set up their governance. The study’s resulting theory combines three so
far separate levels of governance into an overall understanding of large
inter-organizational networks for projects. It provides parameters for
practitioners to optimize their networks for better project results.</p>
Little is known about the governance of inter-organizational networks for projects. This study empirically develops a theoretical framework for this, using twenty-eight project networks as case studies, applying 124 interviews in ten countries. The abductively developed threelayered governance framework has the individual network for a project at its lowest layer, explained through Multi-level Governance Theory. This is steered by a layer for the governance of networks, addressing the steering of the different networks these organizations are part of. At the top is metagovernance, where the ground rules are set by governments or investors. For each layer, the governance dimensions, as well as the enablers and disablers between layers, are defined The study's resulting theory provides an overall understanding of the governance of multiple networks for projects and provides practitioners with the parameters to optimize their networks for better project results.
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