Developing dynamic capabilities for learning and internationalization

Tallott, Margaret; Hilliard, Rachel

doi:10.1108/bjm-02-2015-0060

Cited by 52 publications

(57 citation statements)

References 83 publications

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“…Armario et al (2008) suggest that a direct positive relationship exists between MO and a strategy of internationalization, and that the effect of MO on performance in foreign markets is moderated by knowledge acquisition and market commitment. For all firms, the challenge is to sustain competitive advantage in a changing environment (Tallott and Hilliard 2016). Teece et al (1997) propose dynamic capabilities can explain how firms respond to change through the ability to integrate, build and reconfigure internal and external resources and competencies.…”

Section: Internationalizationmentioning

confidence: 99%

Firm Performance among Internationalized SMEs: The Interplay of Market Orientation, Marketing Capability and Digitalization

Joensuu‐Salo

Sorama

Viljamaa

et al. 2018

Administrative Sciences

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The ability to internationalize has become a competitive necessity for many firms, and one important for survival and growth in the era of globalization. At the same time, digitalization is transforming the locus of entrepreneurial opportunities and entrepreneurial practices, thus offering new perspectives on internationalization. Internationalization requires marketing capability as well as market orientation. However, there is a gap in the literature exploring the interplay of digitalization, market orientation and marketing capability in the internationalization process. The objective of the present study is to improve our understanding of (1) the impact of market orientation, marketing capability and digitalization on firm performance among small-and medium-sized enterprises (SMEs) and (2) the differences in this impact between internationalized SMEs and SMEs operating only in domestic markets. The data were gathered from 101 Finnish SMEs in the wood-product industry, and analyzed with AMOS using path analysis. The results show that marketing capability mediates the effect of market orientation on firm performance. For internationalized firms, market orientation and marketing capability are crucial to their success in foreign markets. However, digitalization has no effect on firm performance with internationalized firms. With other firms, the effect is direct and significant.

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Section: Internationalizationmentioning

confidence: 99%

Firm Performance among Internationalized SMEs: The Interplay of Market Orientation, Marketing Capability and Digitalization

Joensuu‐Salo

Sorama

Viljamaa

et al. 2018

Administrative Sciences

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“…Those employees that achieve a certain degree of SC will help the organization obtain a competitive advantage. From this perspective, firms also need employees that have developed their SC [71].…”

Section: Social Capability As a Moderatormentioning

confidence: 99%

Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance

Muñoz-Pascual

Galende

2020

IJERPH

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This study examines the effects that ambidextrous relationships, i.e., oriented relationships within a firm towards the development of exploitation activities and oriented relationships towards the development of exploration activities, have on employee performance in terms of creativity, research and development (R&D), and sustainable innovation performance. We contend that informal relationships affect employee creativity and R&D. However, formal relationships affect employee creativity and sustainable innovation performance. The purpose of this study is to inject new positive relationships into firms by examining ambidextrous relationships and the moderating role of social capability in the relationships–innovation effect. We empirically tested our hypotheses by using multisource data collected from 245 Spanish firms across 14 industries. Our structural equation models suggest that these two types of relationship predict employee creativity, which in turn increases sustainable innovation performance and R&D. The results reveal that the effects between informal relationships and creativity are stronger, as are the effects between formal relationships and sustainable innovation performance. A multigroup structural analysis also reveals that effects between informal and formal relationships, employee creativity, R&D, and sustainable innovation performance are stronger within firms that have employees with high social capability. The efforts and investments made in employee social capital support the development of new ideas, R&D, and innovation success. Support is provided for an ambidextrous Human Resource Management (HRM) approach which is relevant for innovation, and several practical recommendations and implementation guidelines for Small and Medium Enterprises (SMEs) are provided. This study provides a plausible explanation of two important management mechanisms for enhancing creativity—R&D and sustainable innovation performance. Relationships are malleable, and this study suggests that fostering formal and informal relationships might hold the key to sustainable innovation performance and unlocking desirable employee behavior.

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“…Other dimensions are markets, technologies, and regulations (Park et al, 2018). Whereas sensing, seizing, transforming were measured by Tallott & Hilliard (2016).…”

Section: Dynamic Capabilitiesmentioning

confidence: 99%

Dynamic Capabilities for SME’s: Ready to Change and Cloud Service Role Toward Digital Business

Suhendi¹,

Nugroho²,

Yahya³

et al. 2020

Proceedings of the 17 Th International Symposium on Management (INSYMA 2020)

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The digital age is an exciting era for technology and business. In this era, all business sectors change from manual to digitalization in their operations, including the Small Medium Enterprises (SMEs). Digitalization is required to survive and sustainable competitive advantages. The biggest challenge being faced by SMEs is how to increase the accessibility of SMEs to go digital and improve the capabilities of SMEs, so their products can compete with foreign products. In Indonesia, some SME players already applied digital business for selling their products. Some of the players have their own startup, website, or application. Meanwhile, some of them rely on social media, either Facebook, Instagram, Twitter, WhatsApp, or LinkedIn. Some SME players in Indonesia have skills in technology; unfortunately, they use the computer only as a business tool, not as communication or marketing medium. Digital business application in Indonesia is shown by The global innovation Index 2017, whereby Indonesia was ranked 87th out of 127 countries in digital innovation. The digital innovation here includes digital advertising and communication by the SME players.

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Developing dynamic capabilities for learning and internationalization

Cited by 52 publications

References 83 publications

Firm Performance among Internationalized SMEs: The Interplay of Market Orientation, Marketing Capability and Digitalization

Firm Performance among Internationalized SMEs: The Interplay of Market Orientation, Marketing Capability and Digitalization

Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance

Dynamic Capabilities for SME’s: Ready to Change and Cloud Service Role Toward Digital Business

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