A relational perspective of the microfoundations of dynamic managerial capabilities and transactive memory systems

Martin, Jeffrey A.; Bachrach, Daniel G.

doi:10.1016/j.indmarman.2018.07.008

Cited by 51 publications

(51 citation statements)

References 109 publications

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“…The roles of individual managers in managing interorganizational relationships such as outsourcing have been underexamined (Martin & Bachrach, 2018). Finally, the findings of this study provide practical implications by suggesting ways of managing suppliers and minimizing the risks of design outsourcing.…”

Section: Discussionmentioning

confidence: 95%

“…This study also contributes to the literature by putting emphasis on the individuals and their roles in determining the firm‐level performance outcomes. The roles of individual managers in managing interorganizational relationships such as outsourcing have been underexamined (Martin & Bachrach, 2018). Finally, the findings of this study provide practical implications by suggesting ways of managing suppliers and minimizing the risks of design outsourcing.…”

Section: Discussionmentioning

confidence: 99%

“…In the case of an interorganizational relationship, actual interactions come down to the individuals in charge of managing the partnership, as they are the ones who shape the kind and quality of the relationships (Fehr, Brown, & Zehnder, 2009). In addition, although it is widely agreed that individuals are contextualized and nested in their organizations, their capabilities and expertise may be still idiosyncratic, which, in turn, results in the heterogeneity of performance outcomes (Martin & Bachrach, 2018).…”

Section: Design Outsourcingmentioning

confidence: 99%

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Design outsourcing management: Mitigating risks and achieving objectives

Lee

2020

Creat Innov Manage

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Increasingly, core activities—including research and development (R&D), innovation and design—are being outsourced in practice. However, the research on this trend has focused primarily on R&D and innovation outsourcing. This study considers the relatively less investigated area of design outsourcing and key aspects of its management. Interviews with design experts point to distinct objectives for domestic outsourcing and offshore outsourcing. Generally, efficiency coupled with high quality is pursued by domestic outsourcing, whereas creativity that is tailored to firm particularities is expected from offshore outsourcing. The objectives are intrinsically challenging, especially for the unmeasurable criteria including quality and creativity. This study finds that there are key aspects to be considered to accomplish the objectives: supplier selection and risk mitigation. While further exploring these factors, the study sheds light on the role of in‐house designers overseeing the selection and managing the risks. The findings of this study are an important addition to the body of literature on design management, where there has been an increasing emphasis on the critical role played by design management in corporate performance, but a paucity of understandings on the effective management of design outsourcing.

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Section: Discussionmentioning

confidence: 95%

Section: Discussionmentioning

confidence: 99%

Section: Design Outsourcingmentioning

confidence: 99%

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Design outsourcing management: Mitigating risks and achieving objectives

Lee

2020

Creat Innov Manage

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“…The essential for gaining competitive advantage is by tracking changes, so the firm need develop the capacity to subject the substitution and obsolescence evolved by the market (MARTIN;BACHRACH, 2018). This process of adaptation is possible through a series of procedures and processes developed by the firm as a result of capabilities, competences and learning acquired along its trajectory acting in the marketplace.…”

Section: Dynamic Capabilities: Managers As Assets For Competitivenessmentioning

confidence: 99%

Como a Aprendizagem Interorganizacional E as Capacidades Gerenciais Dinâmicas Podem Melhorar O Desempenho De Clusters?

Oliveira¹,

Silva²

2020

R. eletr. estrat. neg.

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This paper aims to discuss how inter-organizational learning and dynamic managerial capability can improve cluster performance. It proposes a theoretical framework that can contribute to the clustering process by considering a new lens for understanding the relationship between dynamic managerial capability and the mechanisms of learning hitherto not explored at an inter-organizational level. The framework proposed aiming to explain and improve the competitiveness of firms and representing a new way of viewing these theories and understanding how they can work together at an inter-organizational level of analysis.

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“…Analisando os trabalhos identificados que tratam dos três atributos (Andersson & Evers, 2015;Gusman & Febrian, 2016;Martin & Bachrach, 2018;Li, Su, Zhang, & Mao, 2018;Khan, Atlas, Zhang, & Khan, 2019;Åberg & Shen, 2019;Åberg & Shen, 2020;Correa, Bueno, Kato, & De Oliveira Silva, 2019;Mostafiz, 2019), percebe-se que estes buscam ampliar o conhecimento em relação à aplicabilidade dentro de um contexto prático e estratégico empresarial. Ainda assim, não é possível identificar, porém, trabalhos que aprofundem as explicações sobre como direcionar o desenvolvimento das Capacidades Gerenciais Dinâmicas.…”

Section: Capacidades Gerenciais Dinâmicasunclassified

Na Literatura Internacional, como Está Sendo Pesquisado o Papel de Gerente no Desenvolvimento das Capacidades Dinâmicas?

Oliveira¹

2020

TPA

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Submetido em 25/02/2020; Aprovado em 09/04/2020. Resumo Objetivo: este texto tem como objetivo analisar como está sendo pesquisado, nos artigos publicados internacionalmente, o papel de gerentes no processo de desenvolvimento de Capacidades Dinâmicas. Metodologia: foi realizada uma Revisão Sistemática da Literatura dos artigos disponíveis no maior repositório de trabalhos acadêmicos internacional na área de Administração, a Web of Science. Por meio de um processo de busca e filtragem, foram identificados diversos trabalhos científicos, os quais passaram por um procedimento de leitura e análise minuciosa, possibilitando a compreensão do propósito dos trabalhos, sua natureza, estratégias de pesquisa, métodos e outras informações relevantes. Constatações: foi possível constatar que existem poucos artigos que abordam o papel do gerente na literatura sobre Capacidades Dinâmicas. Após a proposição do conceito de Capacidade Gerencial Dinâmica e seus atributos, por Adner e Helfat (2003), novas pesquisas foram desenvolvidas, porém, até 2019 não foi possível observar estudos que aprofundassem de fato o construto em sua completude. Contribuições: este trabalho contribui para o campo acadêmico com informações relevantes à pesquisa sobre Capacidades Dinâmicas e, de uma maneira mais ampla, sobre Estratégia Organizacional, além de permitir a criação de uma agenda de pesquisas futuras. Em nível prático, a identificação de trabalhos empíricos sobre a temática pode auxiliar no desenvolvimento de estratégias organizacionais alinhadas às perspectivas das Capacidades Dinâmicas e suas aplicações em ambientes organizacionais e interorganizacionais.

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A relational perspective of the microfoundations of dynamic managerial capabilities and transactive memory systems

Cited by 51 publications

References 109 publications

Design outsourcing management: Mitigating risks and achieving objectives

Design outsourcing management: Mitigating risks and achieving objectives

Como a Aprendizagem Interorganizacional E as Capacidades Gerenciais Dinâmicas Podem Melhorar O Desempenho De Clusters?

Na Literatura Internacional, como Está Sendo Pesquisado o Papel de Gerente no Desenvolvimento das Capacidades Dinâmicas?

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