A contingency view of the effects of sustainable shipping exploitation and exploration on business performance

Yuen, Kum Fai; Wong, Yiik Diew; Ma, Fei

doi:10.1016/j.tranpol.2019.03.004

Cited by 37 publications

(35 citation statements)

References 63 publications

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“…By the same token, we argue that disruptions during post-merger integration (Dunlap et al, 2016) are greater when the orientations of the companies do not fit. In short, a fit in orientation, skills, language and cognitive structures facilitates communication and learning (Cassiman et al, 2005;Yuen et al, 2019), as well as the SME's' assimilation and application of knowledge.…”

Section: Dynamic Exploration and Exploitation Capabilitiesmentioning

confidence: 99%

“…However, such gains can be even greater when the acquirer and target fit in regard to their exploitation orientations, since, as Gupta et al (2006, p. 696) explain, “the learning, resources, and routines necessary for exploration and exploitation are different.” By the same token, we argue that disruptions during post-merger integration (Dunlap et al , 2016) are greater when the orientations of the companies do not fit. In short, a fit in orientation, skills, language and cognitive structures facilitates communication and learning (Cassiman et al , 2005; Yuen et al , 2019), as well as the SME's' assimilation and application of knowledge.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

Ferreira

Coelho

Moutinho

2020

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PurposeThis study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.Design/methodology/approachThis investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.FindingsThe results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.Research limitations/implicationsThis study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.Practical implicationsTo fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performanceOriginality/valueThis paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

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Section: Dynamic Exploration and Exploitation Capabilitiesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

Ferreira

Coelho

Moutinho

2020

View full text Add to dashboard Cite

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“…The current paper refers 'fit' to the congruency between a shipping company's SSM and contingency variables. Essentially, good fit reflects positive or synergistic effects on organisational performance, whereas poor fit reflects negative or compensatory effects on organisational performance (Yuen et al, 2019b). A review of the SSM literature suggests two typical contingencies, namely, strategic intention and competitive strategies.…”

Section: Contingency (Fit) Theorymentioning

confidence: 99%

A theory-driven identification and ranking of the critical success factors of sustainable shipping management

Tran

Yuen

et al. 2020

Journal of Cleaner Production

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Sustainable shipping management is arguably the most challenging issue that shipping companies faced for the coming years. Hence, examining the critical success factors of sustainable shipping management is vital. Although previous research mainly focused on the motives and implication of sustainable shipping management, practical research that proposes how sustainable shipping management can be implemented is still lacking. Therefore, this study fills the gap by identifying and ranking the critical success factors of sustainable shipping management with a theory-driven approach. The critical success factors were developed through the theoretical lenses of five organisational theories, namely, stakeholder theory, resource-based view theory, relational-view theory, innovation diffusion theory, and contingency (fit) theory. Based on these theories, this study proposes stakeholders' focus, intra-firm management, interfirm collaboration, new technology acceptance, and strategic fit as the critical success factors of sustainable shipping management. Further, 20 sub-criteria were identified to operationalise the critical success factors. A survey questionnaire was pretested and then administered to 36 shipping companies in Vietnam. Thereafter, the obtained data was analysed using fuzzy analytic hierarchy process. The findings show that the critical success factors of sustainable shipping management, in descending order of their importance with their respective local weights, are (1) stakeholders' focus (0.298), (2) intra-firm management (0.248), (3) new technology acceptance (0.156), (4) inter-firm collaboration (0.154), and (5) strategic fit (0.143). Moreover, results of this study show that among the sub-criteria of sustainable shipping management, the most important ones are primarily related to monetary resources and tangible infrastructures and equipment. Additionally, sustainable shipping management implementation in shipping companies can be improved by addressing the needs of stakeholders and aligning sustainable shipping management activities with shipping companies' strategies. By evaluating the critical success factors, this study contributes to theory by holistically identifying and reviewing five theoretical frameworks that can enhance sustainable shipping management. This research also contributes to practice by contextualising and operationalising these theories into meaningful criteria and sub-criteria for shipping companies to implement sustainable shipping management. Consequently, it addresses the question of how sustainable shipping management should be implemented to maximise a shipping company's sustainability performance.

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“…Processes 2020, 8, x FOR PEER REVIEW 3 of 19 social, economic, and environmental requirements of industry models and practices have been proposed. According to Yuen et al [11], in order to improve the sustainability of the business sector, its long-term goal is to manage the well-being of ordinary people who must control social and economic management operations. This is why many industries use sustainability indices to assess their social sustainability capabilities [12].…”

Section: Social Sustainable Supply Chain Management (Ssscm)mentioning

confidence: 99%

Assessing Supply Chain Performance from the Perspective of Pakistan’s Manufacturing Industry Through Social Sustainability

et al. 2020

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The industry is gradually forced to integrate socially sustainable development practices and cross-social issues. Although researchers and practitioners emphasize environmental and economic sustainability in supply chain management (SCM). This is unfortunate because not only social sustainable development plays an important role in promoting other sustainable development programs, but social injustice at one level in the supply chain may also cause significant losses to companies throughout the chain. This article aimed to consolidate the literature on the responsibilities of suppliers, manufacturers, and customers and to adopt sustainable supply chain management (SSSCM) practices in the Pakistani industry to identify all possible aspects of sustainable social development in the supply chain by investigating the relationship between survey variables and structure. This work went beyond the limits of regulations and showed the status of maintaining sustainable social issues. Based on semi-structured interviews, a comprehensive questionnaire was developed. The data was collected through a survey of the head of the supply chain in Karachi, Pakistan. The results of this paper showed that organizational learning was the most important dimension of supplier social sustainability with a value of 40.5% as compared to the effectiveness of the supply chain and the supplier performance with values 37.7 and 9.6%, respectively. In terms of the manufacturer’s social responsibility, the highest score for operational performance was 47%, while productivity was 20%, and corporate social demonstration was 20%. Finally, for the customers’ social sustainability, two dimensions were determined, namely, customer satisfaction and customer commitment with scores of 47 and 40%, respectively. We also solved sustainable social problems from the perspective of suppliers, manufacturers, and customers. The study would help professionals anywhere to emphasize their considerations and would improve the management of social sustainability in their supply chain.

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A contingency view of the effects of sustainable shipping exploitation and exploration on business performance

Cited by 37 publications

References 63 publications

Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

A theory-driven identification and ranking of the critical success factors of sustainable shipping management

Assessing Supply Chain Performance from the Perspective of Pakistan’s Manufacturing Industry Through Social Sustainability

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