Developing Capabilities Through Networks: A Step-by-Step Process

Wever, Sigrid de; Lievens, Annouk; Martens, Rudy; Vandenbempt, Koen

doi:10.1016/s0749-6826(04)08004-7

Cited by 6 publications

(4 citation statements)

References 53 publications

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“…Organisational capacity (or more precisely capability) is the ability and capacity of an organisation in terms of its resources ( BusinessDictionary , 2014) to achieve specific goals in a particular environment (De Wever et al , 2005). The performance of an organisation may be enhanced when it is able to sustain strengths in an uncertain environment, which requires flexible and responsible organisational capacities with suitable attitudes, knowledge, skills and technologies (Hafeez et al , 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

The role of collaboration and technology diffusion on business performance

Al-Hakim

2017

IJPPM

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Purpose The purpose of this paper is to empirically test the joint impact of trust, technology diffusion and organisational capacity on collaboration and investigate the effect of the interaction among them on business performance. Design/methodology/approach A conceptual model is formulated to achieve the study’s purpose. The research employs quantitative methodology to test the validity of the model. Pilot interviews were used to select applicable attribute for each of the model’s constructs and to revise the survey questionnaire. The survey is addressed to CEOs and senior managers of 500 electrical product manufacturers in Wenzhou province, China. The questionnaire covers 20 attributes of the model’s constructs, which are measured on a seven-point scale. A structured equation modelling software known as AMOS is used to analyse data. Findings Results indicate that trust is an antecedent factor for successful collaboration, but not as a factor directly affecting business performance. However, the research shows that collaboration plays a full mediator between trust and business performance. The empirical evidence from this research implied that technology diffusion do not translate properly into collaboration and the organisations do not give adequate attention to the process performance in making collaboration with partners. In addition, the electrical Chinese organisations do not consider that the commitments of their partners exceed the expectations. Research limitations/implications This research limits investigation in China only and considers one type of industry, that is, the manufacturers of small products. Practical implications The conceptual model can be used as an audit tool for evaluating the effect of collaboration on business performance. Thus, managers could recognise weak attributes and plan for improvement. Originality/value This study provides new measurement instrument for evaluating the joint impact of collaboration, technology diffusion, trust and organisational capacity on business performance.

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Section: Literature Reviewmentioning

confidence: 99%

The role of collaboration and technology diffusion on business performance

Al-Hakim

2017

IJPPM

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“…Ullrich et al (2005) argue that if neither projected nor observable continuity is granted, positive employee behavior appears very difficult to maintain or achieve. The loss of identity in the combined organization leads to a loss of trust in the organization and given that job satisfaction and identification are highly dependent upon feelings of self-efficacy -those considering the post-acquisition process as unfair will also experience negative perceptions of self-efficacy (De Wever et al 2005;Amiot et al 2006). This, in turn, limits social integration processes and disrupts the creation and maintenance of relationships within the organization (Meyer and Altenborg 2007).…”

Section: Organizational Identification and Mandamentioning

confidence: 99%

“…These negative behaviors limit the extent to which employees are able to fully adapt to the post-merger organization and may jeopardize the strategic goals of the merging firms (Giessner 2011). It is suggested that in order to maintain positive employee behavior in the new organization, human resource management practices must be implemented (Bartels et al 2006;De Wever et al 2005;Maguire and Phillips 2008). Prior research indicated that leadership style has a signific a nt effect on talent retention during post-M&A integration (Zhang et al 2015).…”

Section: Introductionmentioning

confidence: 99%

The moderating role of transformational leadership on HR practices in M&A integration

Vasilaki

Tarba

Ahammad

et al. 2016

The International Journal of Human Resource Management

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Scant research exists examining the effect of HRM practices on employee behavior in M&A integration and the role that leaders play within this. This paper develops a conceptual framework that focuses on the moderating role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. We argue that communication, employee involvement, teamwork, and training and developme nt have a positive effect on employee behavior and their identification with the newly formed organization. Moreover, we argue that transformational leadership behaviors will moderate the implementation of HRM practices in M&As, leading to positive employee behavior and employee identification in the new organization. We suggest that further research is necessary to test propositions of the present study in order to achieve finer-grained understanding of the role of transformational leadership on the achievement of human integration and organizatio na l identification in M&A integration.

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“…The organisations involved in collaboration should start self-reflective thinking to identify a clear strategic vision that aligns with the missions and organisational capacities of partners (Wilson, 1995;Westphal et al, 2007). Organisational capacity (or more precisely capability) is the ability and capacity of an organisation in terms of its resources in order to achieve specific goal under certain environment (De Wever, Lievens, Martens, & Vandenbempt, 2005).…”

Section: Organisational Capacitymentioning

confidence: 99%

The Interaction between Collaboration, Organisational Capacity and E-Business Diffusion and their Effect on Business Performance

Al-Hakim

2016

Journal of Electronic Commerce in Organizations

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This study empirically tests the joint impact of trust, e-commerce diffusion and organisational capacity and collaboration and investigates the effect of the interaction among them on business performance. Basing on the literature review and seven pilot case studies, this research conducted hypotheses and mediation tests for collaboration and e-collaboration in interactive with two facilitating roles from trust and organisational capacity on business performance. Data analysis is based on a usable dataset of 395 responses (valid response rate of 79%) collected from the perspectives of CEOs and senior managers in Wenzhou China manufacturing electrical industry cluster. This research is supported by Department of Education of Zhejiang Province Foundation (Y201328223) and Priority Academic Program Development of Zhejiang Higher Education Institutions -Business Administration. Results indicate that collaboration plays a full mediator between the trust and business performance, as well as between organisational capacities and business performance; and e-business diffusion not significantly affect the output of collaboration. This result may be rationalized by the inability of these organisations to nurture an e-business diffusion culture and organisational process effectiveness in making collaboration with their trading partners and the organisations do not give attention to the with partners. The empirical evidence from this research implied that, e-business facilitated business interactions require sound organisational capacities and trusted relationship in managing wide value-chain wide interorganisational collaboration.

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Developing Capabilities Through Networks: A Step-by-Step Process

Cited by 6 publications

References 53 publications

The role of collaboration and technology diffusion on business performance

The role of collaboration and technology diffusion on business performance

The moderating role of transformational leadership on HR practices in M&A integration

The Interaction between Collaboration, Organisational Capacity and E-Business Diffusion and their Effect on Business Performance

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