External oriented resources and social enterprises’ performance: The dominant mediating role of formal business planning

Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management

“…Organisation's sustainable competitive advantage reaches from both internal resources that owned and how the organisation integrates and convert these resources through suitable organisational capabilities, as well as the intangible external resources which can be shaped into internal capital (Teece, 2014). Strategic capabilities are focusing on the rapid adoption of vital resources that lead to improving innovation activities in response to business environment changes (Yu et al, 2014), it enables to expand an organisation's vision about sector developments and acquired external resources (Cheah et al, 2019), encourage to long term development by reconfiguration an organisation's resources (Čirjevskis, 2019), and it is responsible for maintaining competitive performance, as well as plays a critical role in organisation's strategic choice-making (Shimizu & Hitt, 2004). Moreover, strategic capabilities enhance the expansion of knowledge, information, and resources that lead organisations to explore market opportunities (Xinwei et al, 2018).…”

Moderating role of corporate reputation in the influence of external support on organisational resilience and performance

“…To achieve the research goal, it was first necessary to demonstrate the influence of external support on organisational performance, which was suggested by Mambula (2004), Cheah et al (2019) and others. The results confirmed the anticipated relationship.…”

“…External support should be generally understood as tangible and intangible resources provided by external bodies (various groups of stakeholders) to assist an organisation. According to Cheah et al (2019), external support may be differentiated by the type of support (direct and indirect) and the type of a stakeholders (e.g., government, private or nonprofit). Direct support is typically financial (i.e., in the form of donations, grants, subsidies or earnings from any fundraising activities (Cheah et al, 2019)).…”

“…According to Cheah et al (2019), external support may be differentiated by the type of support (direct and indirect) and the type of a stakeholders (e.g., government, private or nonprofit). Direct support is typically financial (i.e., in the form of donations, grants, subsidies or earnings from any fundraising activities (Cheah et al, 2019)). Indirect support can be provided in all non-financial forms, e.g., various external sources of knowledge, information and expertise (Bala Subrahmanya, 2013).…”

“…This finding is consistent with research results by Mambula (2004), who believed that even in the case of exceptional internal resources, the lack of external support would result in insufficient performance. In addition, in studies on social organisations, Cheah et al (2019) proved that both direct (financial) and indirect (training) support had a positive impact on organisational performance (both financial and social) through business planning. And finally, Mac-Mahon (2001) showed that external funding dependence and financial advice were associated with better performance.…”