Dynamic capabilities, Marketing Capability and Organizational Performance

Takahashi, Adriana Roseli Wünsch; Bulgacov, Sérgio; Semprebon, Elder; Giacomini, Mônica Maier

doi:10.15728/bbr.2017.14.5.1

Cited by 37 publications

(28 citation statements)

References 20 publications

(39 reference statements)

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“…In the rapidly changing educational circumstances, educational leadership needs to develop dynamic capabilities by integrating and reconfiguring their internal and external resources and competencies to address environmental changes (Johara, 2018). (Takahashi et al,2016) confirm empirically that the dynamic capabilities impact on organizational performance when mediated by marketing capability in the context of private HEIs in Brazil.…”

Section: Dynamic Capabilitiessupporting

confidence: 60%

The Impact of Dynamic Capabilities on Organizational Effectiveness

Kareem

Alameer

2019

Management &Amp; Marketing. Challenges for the Knowledge Society

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This paper aims to investigate the impact of dynamic capabilities constructs i.e. sensing capability, learning capability, and reconfiguration capability on organizational effectiveness in the selected Iraqi public universities context. This study adopted the survey method to collect primary data. An online questionnaire was distributed to around 342 employees, out of which 215 completed questionnaires were obtained. The data were collected during the period from 02-08-2018 to 03-10-2018. The reliability and validity of the dimensions are assessed through confirmatory factor analysis (CFA) and the hypotheses are tested by using structural equation modeling SEM. The analytical results indicate that sensing capability does not have a positive impact on organizational effectiveness while learning capability and reconfiguration capability have a positive impact on organizational effectiveness. Thus, this study provides a better understanding of the effects of dynamic capabilities. The results of this study have the potential to help the decision-makers of universities to develop learning capability and reconfiguration capability, in turn, universities will be able to achieve superior organizational effectiveness.

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Section: Dynamic Capabilitiessupporting

confidence: 60%

The Impact of Dynamic Capabilities on Organizational Effectiveness

Kareem

Alameer

2019

Management &Amp; Marketing. Challenges for the Knowledge Society

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“…Marketing capability helps a firm to gain sustained competitive advantage (Kamboj, Goyal, & Rahman, 2015;Weerawardena, 2003). Several empirical evidences have shown the positive association of marketing capability with international performance (Ahmadi, Cass, & Miles, 2014;Falahat & Migin, 2017;Kamboj et al, 2015;Pham, Monkhouse, & Barnes, 2017;Takahashi, Bulgacov, Semprebon, & Giacomini, 2016). Firms with high marketing capability can develop marketing strategy that meets the customer requirements.…”

Section: Marketing Capabilitymentioning

confidence: 99%

Impact of Digitalization on the Speed of Internationalization

Lee¹,

Falahat²,

Kai³

2019

IBR

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Digitalization combined with globalization is the current megatrend that impacting the international business landscape and creates opportunities for new business models. Embracing digitalization enables firms for speedy internationalization. Although the phenomenon of early internationalization has received increasing attention in the field of International Entrepreneurship over the past decades, however, there is a lack of focus on the role of digitalization that allows a higher speed of internationalization. This paper proposes a model that highlights the moderating role of digitalization on international business competencies and speed of internationalization. We argue that small and medium enterprises able to enter international markets more rapidly due to the impact of digitalization. This study addresses a gap in the literature and practical development needs for better understanding the impact of digitalization on the speed of internationalization. The limitations and implications of this study will be discussed for theoretical development and future research direction.

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“…Fainshmidt et al, (2016) argue that dynamic capabilities are significantly related to organizational effectiveness. The scholars (Rehman and Saeed, 2015;Takahashi et al,2016 andZhou andZhou,2017) emphasize that dynamic capabilities have an indirect impact on the organizational effectiveness through mediated by the development of operational capabilities. Based on the above discussion, the third hypothesis can be derived as follows:…”

Section: Dynamic Capabilities and Organizational Effectivenessmentioning

confidence: 99%

Mediating Role of Dynamic Capabilities on the Relationship between Human Resource Development and Organizational Effectiveness

Kareem

Mijbas

2019

Organizacija

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Background and purpose: The recent literature established that human resource development (HRD) is significantly related to organizational effectiveness (OE). In rapidly changing environments, the organizations should strive to address the shifts in the environment and cope with markets conditions through developing dynamic capabilities, in return, enhance organizational effectiveness. The main purpose of this study is to examine the mediating role of dynamic capabilities on the relationship between human resources development and organizational effectiveness in the Iraqi public universities context. Design/Methodology/Approach: Data were collected through an online questionnaire survey from 215 employees executive and non-executive employees working in the selected public universities in Iraq. Structural equation modeling (SEM) was employed to test the proposed research model. Results: The analyzed data supported all the hypothesized relationships of the study. This study finds that HRD practices have a significant influence on organizational effectiveness and dynamic capabilities. Further, dynamic capabilities significantly influence on organizational effectiveness. Also, the study empirically supports the mediating effect of dynamic capabilities on the relationship between HRD practices and organizational effectiveness. Conclusion: In the literature, there is still a lack of how HRD practices impact on organizational effectiveness through the mechanisms of dynamic capabilities. Therefore, this research contributes to the literature by pointing out the mediating role of dynamic capabilities on the relationship between HRD and organizational effectiveness. Based on the existing literature and empirical results, the study provides the theoretical and practical implications which are further discussed in detail.

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Dynamic capabilities, Marketing Capability and Organizational Performance

Cited by 37 publications

References 20 publications

The Impact of Dynamic Capabilities on Organizational Effectiveness

The Impact of Dynamic Capabilities on Organizational Effectiveness

Impact of Digitalization on the Speed of Internationalization

Mediating Role of Dynamic Capabilities on the Relationship between Human Resource Development and Organizational Effectiveness

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