How to create competitive advantage: the moderate role of organizational learning as a link between shared value, dynamic capability, differential strategy, and social capital

Liu, Chih‐Hsing; Horng, Jeou‐Shyan; Chou, Sheng-Fang; Huang, Yung-Chuan; Chang, Angela Y

doi:10.1080/10941665.2018.1492943

Cited by 30 publications

(39 citation statements)

References 101 publications

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“…Moreover, the innovative capacity differentiates entrepreneurs and organizations across the market due to their competitive dynamic capabilities. The innovative capacity and dynamic capability associate to attain the performance in a professional setting ( Liu et al, 2018 ). Considering the innovative capacity as a vital dynamic capability lead toward the entrepreneurial and organizational performance of textile-based SMEs, this study hypothesized that;…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Ashraf

Shahzad

et al. 2020

Front. Psychol.

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This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Ashraf

Shahzad

et al. 2020

Front. Psychol.

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“…Organizations with more human capital better identify market opportunities when extending external connections and exchanging new information with outsiders, thereby building capital stock. In addition, managers with more capabilities and experience have more confidence in their work (Ballantine et al, 2018;Liu et al, 2018). Thus, in building human capital, managers offer more skills in helping employees become more creative and willing to share knowledge and improve overall organizational capabilities (Liao et al, 2018).…”

Section: 9mentioning

confidence: 99%

Creating competitive advantage through network ties, entrepreneurial orientation and intellectual capital

Liu¹

2020

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PurposeThis study attempts to explore how a cultural and creative firm's competitive advantages can be maintained through the accumulation of intellectual capital and entrepreneurial orientation. Another goal of this study is to identify the different mechanisms of network ties to explore the interrelationships between organizational capital and competitive advantage in the context of Taiwan and China.Design/methodology/approachStudy 1 and study 2 settings are applied, and 786 samples (i.e., 418 samples from Taiwan and 368 samples from China) are used to examine the proposed model.FindingsStudy 1 reveals that entrepreneurial orientation may influence the organization capital through human capital and social capital, which discloses the mutual relationships of intellectual capital. Further, the results of study 2 confirm the mediating role of intellectual capital that links the relationships between entrepreneurial orientation and competitive advantage. Specifically, this study also discovered that firms with more network or political ties (e.g. the Chinese samples) and business ties (e.g. the Taiwanese samples) tend to amplify the effects of organizational capital on competitive advantage.Practical implicationsAccording to our empirical results, cultural and creative managers should build a learning mechanism to encourage and develop entrepreneurial orientation and intellectual capital capacities and to provide means of understanding of customers' changing expectations. Hence, in enhancing entrepreneurial orientation and intellectual capital cultural and creative firms can develop a competitive advantage over competitors. Our findings also offer new insight to support further studies of the benefits of managerial ties for firms operating in Guanxi cultural settings in Chinese contexts.Originality/valueMost previous studies on tourism strategies have disregarded the impacts and different roles of government (e.g. political ties) and business (e.g. business ties) forces on cultural and creative firms' competitive advantages, suggesting a need to address social network issues in response to dynamic tourism environments. Therefore, this study examines differences in network ties and the differences observed between China and Taiwan in the context of Chinese cultural and creative firms.

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“…In the distinction of social capital dimensions, Nahapiet and Ghoshal (1998) have divided them into relational, cognitive, and structural dimensions. Each dimension has a different focus ( Mitrega and Pfajfar, 2015 ; Knight and Liesch, 2016 ; Pinho and Prange, 2016 ; Liu et al, 2018 ). However, relational dimension will be conducive to discussing the relevance in this study to understand how internationalized SMEs gain valuable knowledge source to achieve competitive advantages.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Relational Embeddedness, Absorptive Capacity, and Learning Orientation on SMEs’ Competitive Advantage

Peng

Zhong

et al. 2020

Front. Psychol.

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The combination of external new knowledge and organizational capability has become a cornerstone in the internationalized enterprises. Sources of knowledge acquisition are among the most valuable resources that an internationalized firm can achieve competitive advantage. This study aims to explore this phenomenon between knowledge sources and competitive advantage in the context of internationalized small and medium enterprises (SMEs) mainly by a quantitative approach. Based on contextual nature of resource–capability–competitive, absorptive capacity has long been a critical construct in organizational studies, as well as referring relational embeddedness as potential drivers of absorptive capacity, which is moderated by learning orientation. This study also investigates the mediating effect of absorptive capacity in terms of knowledge absorption and integration on international competitive advantage. To gain insights and provide essential implications for internationalized SMEs from the global economy, this study adopted purposive sampling to collect 211 valid responses. Via the partial least-squares structural modeling, the relationships among relational embeddedness, potential and realized absorptive capacity, and competitive advantage were measured. The results suggest that relational embeddedness positively influences potential and realized absorptive capacity with moderating effect of learning orientation. Potential and realized absorptive capacities have full mediating effect between relational embeddedness and competitive advantage. This study concludes insights and implications for research and practice.

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How to create competitive advantage: the moderate role of organizational learning as a link between shared value, dynamic capability, differential strategy, and social capital

Cited by 30 publications

References 101 publications

Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Creating competitive advantage through network ties, entrepreneurial orientation and intellectual capital

The Effect of Relational Embeddedness, Absorptive Capacity, and Learning Orientation on SMEs’ Competitive Advantage

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