Global leadership skills and reputational capital: Intangible resources for sustainable competitive advantage

Petrick, Joseph A.; Scherer, Robert F.; Brodzinski, James D; Quinn, John F.; Ainina, M. Fall

doi:10.5465/ame.1999.1567322

Cited by 155 publications

(112 citation statements)

References 26 publications

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“…In addition, strategic leadership may be recognized as a force in enhancing the core capability differentials for sustained competitive advantage (Petrick et al, 1999). Furthermore, changes in corporate culture will bring a change in corporate entrepreneurship positively (Zahra, 1996;Hayton et al, 2002).Corporate culture promotes the members of company's to be entrepreneurial such as calculated risk taking and innovative (Hayton et al, 2002).…”

Section: Discussionmentioning

confidence: 99%

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Intangibles Resources and Corporate Performance: The Role of Corporate Entrepreneurship as Mediator and Entrepreneurial Action as Moderator

Wahjudono

2017

JAM

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: This study examined the mediating role of corporate entrepreneurship in the effects of corporate reputation, strategic leadership, and corporate culture on corporate performance, in turn, the moderating role of entrepreneurial action in the relationship between corporate entrepreneurship and corporate performance. This study was organization-level of 24 business units. From each business unit, this study selected six to nine respondents consisting of the general manager, manager, supervisor, and senior staff; 156 respondents totally. Structural equation modeling with Partial Least Squares (SEM-PLS) was used to test the measurement model of each construct. In addition, SEM-PLS also used to verify the mediating role of corporate entrepreneurship as well as the moderating role of entrepreneurial action. The results showed that corporate reputation, strategic leadership, and corporate culture were positively associated with corporate performance through corporate entrepreneurship as a mediator. Moreover, the relationship between corporate entrepreneurship and corporate performance was strengthened by entrepreneurial action. Entreprises should develop, maintain, and improve their intangibles resources to provide the good entrepreneurship value for them. The good entrepreneurship value may improve the corporate performance which strengthened by entrepreneurial action.

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Section: Discussionmentioning

confidence: 99%

“…It is understandable that the corporate reputation may be placed as a bargaining position of corporate with the competitors (Musteen et al, 2010). Corporate reputation is also important for achieving sustained competitive advantage through the core capability differentials (Petrick et al, 1999).…”

Section: Discussionmentioning

confidence: 99%

Intangibles Resources and Corporate Performance: The Role of Corporate Entrepreneurship as Mediator and Entrepreneurial Action as Moderator

Wahjudono

2017

JAM

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“…So a firm's corporate management capabilities, which we define as the ability of the firm's management team to creatively link and effectively coordinate resources and competencies at the product, business or the multidivisional level, are central to its capacity to earn supernormal profit on a sustained basis. Such capabilities can be reflected in innovative leadership (Aaker, 1989;Petrick, Scherer, Brodzinski, Quinn & Ainina, 1999); capacity to develop and execute a clear strategic vision; ability to attract, develop and retain high-quality employees (Ireland & Hitt, 1999); institution of superior compensation and reward systems (Mehra, 1996); and aptitude in judicious management of the firm's financial and physical resources (Foil, 1991). As articulated by Teece, Pisano and Shuen (1997), these capabilities are (Leibenstein, 1976).…”

Section: Corporate Management and Firm-specific Profitabilitymentioning

confidence: 99%

A longitudinal analysis of the impact of firm resources and industry characteristics on firm-specific profitability

Acquaah

Chi

2007

J Manage Governance

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Abstract:Using a dynamic heterogeneous panel data model, we examine the relationship between firmspecific resources (corporate management capabilities, employee value-added and technological competence) and firm-specific profitability and the potential moderating effects of industry characteristics on this relationship. We find that firm-specific resources enhance both accounting-based measures (return on assets and return on sales) and market-based measure (Tobin's q) of firm-specific performance. Moreover, industry characteristics moderate the relationship between firm-specific resources and firm-specific profitability. Managerial implications are discussed.Chi, Tailan. (2007) AbstractUsing a dynamic heterogeneous panel data model, we examine the relationship between firm-specific resources (corporate management capabilities, employee value-added and technological competence) and firm-specific profitability and the potential moderating effects of industry characteristics on this relationship. We find that firm-specific resources enhance both accounting-based measures (return on assets and return on sales) and market-based measure (Tobin's q) of firm-specific performance. Moreover, industry characteristics moderate the relationship between firm-specific resources and firmspecific profitability. Managerial implications are discussed.

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“…It is estimated that 80% of today's economic value comes from intangible resources (Petrick et al, 1999). The knowledge relates to its intangible resources, consisting of resources recorded on information storage media and knowledge possessed by the organizations' employees.…”

Section: The Purpose Of Knowledge Managementmentioning

confidence: 99%

A project of developing a knowledge management system

Martinić¹,

Bago²,

Preradović³

et al. 2015

The Future of Information Sciences

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Global leadership skills and reputational capital: Intangible resources for sustainable competitive advantage

Cited by 155 publications

References 26 publications

Intangibles Resources and Corporate Performance: The Role of Corporate Entrepreneurship as Mediator and Entrepreneurial Action as Moderator

Intangibles Resources and Corporate Performance: The Role of Corporate Entrepreneurship as Mediator and Entrepreneurial Action as Moderator

A longitudinal analysis of the impact of firm resources and industry characteristics on firm-specific profitability

A project of developing a knowledge management system

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