Impacts of stakeholder influences and dynamic capabilities on the sustainability performance of supply chains: a system dynamics model

Rebs, Tobias; Thiel, Daniel; Brandenburg, Marcus; Seuring, Stefan

doi:10.1007/s11573-019-00940-7

Cited by 27 publications

(28 citation statements)

References 54 publications

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“…The dimensions are built upon the observation, emanating from the body of extant research, that IDCs are discussed and identified in terms of who (Alkalha et al, 2019;Junfeng & Wei-Ping, 2017;Kumar et al, 2018;Lichtenthaler, 2008;Lopez et al, 2012;L€ utjen et al, 2019;Monferrer et al, 2015;Petricevic & Verbeke, 2019;Rajaguru & Matanda, 2019;Rebs et al, 2019;Robertson et al, 2012;Saenz et al, 2014;Vanpoucke et al, 2014;Weerawardena et al, 2015;Zheng et al, 2011) Resource exploitation -Supplier integrative capability -Knowledge acquisition and evaluation -Market-focused learning capability Relationship governance Boundary management -Networking capability -Supplier relationship management capability -Business relationship process management (Allred et al, 2011;Cui et al, 2018;Fehrer & Nenonen, 2020;Forkmann et al, 2016;Helfat & Raubitschek, 2018;Mitrega et al, 2012Mitrega et al, , 2017Mitrega & Pfajfar, 2015;Ngasri & Freeman, 2018;Nordin et al, 2018 (Beske, 2012;Beske et al, 2014;Butler & Soontiens, 2015;Choi et al, 2019;Gruenberg-Bochard & Kreis-Hoyer, 2009;M€ oller & Svahn, 2003M€ oller & Svahn, , 2006M€ oller & Svahn, , 2009Nenonen et al, 2018;Pitelis & Teece, 2018;Salehi et al, 2018;…”

Section: Categorizing Interorganizational Dynamic Capabilitiesmentioning

confidence: 99%

Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework

Sandberg

Kindström

Haag

2021

Journal of Inter-Organizational Relationships

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Extant literature on dynamic capabilities hints at the possibility of a wider scope than merely the firm, beyond the individual firm boundary, and thus the existence of interorganizational dynamic capabilities (IDCs). Although IDCs have been acknowledged as a source for sustainable competitive advantage, research on these capabilities remains fragmented and unstructured. Therefore, the purpose of this article is to develop a conceptualization of interorganizational dynamic capabilities. Based on a systematic literature review, a framework with four types of IDCs distinguished by their different locus of control and beneficiary is presented. For each type, the overarching capability themes of orchestration of network resources and governing of network members are described. The article provides a classification of IDCs that avoids comparing "apples and oranges." It also elaborates on dynamic capabilities that exist beyond the control of a single firm, and their relationship to other firm-based types of IDCs.

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Section: Categorizing Interorganizational Dynamic Capabilitiesmentioning

confidence: 99%

Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework

Sandberg

Kindström

Haag

2021

Journal of Inter-Organizational Relationships

View full text Add to dashboard Cite

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“…For detailed discussion on firm‐intrinsic view of stakeholder salience for sustainable supply chain management, readers are requested to refer the recent study of Roy et al (2020). Rebs, Thiel, Brandenburg and Seuring (2019) find that intensities of stakeholder influence determine the level of sustainability practices adoption in a firm. Whether this influence has been encouraging or discouraging is a contentious issue (Tang & Tang, 2018).…”

Section: Introductionmentioning

confidence: 99%

Stakeholder pressure for sustainability: Can ‘innovative capabilities’ explain the idiosyncratic response in the manufacturing firms?

et al. 2020

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This study explores role of innovative capabilities in determining a manufacturing firm's response to stakeholder pressure for adopting sustainable practices. Drawing on the theory of conservatism, we delineate that the firm's response is idiosyncratic and undergirded in the nature of its innovative capabilities. Our empirical investigation reveals that the response to the stakeholder pressure is mediated by the nature of the firm's innovative capabilities. Indian manufacturing firms are identified as unit of analysis for this study. The individual manufacturing facilities implement the environmental practices. The findings suggest that the manufacturing firm's exposure to exploitative/exploratory innovative capabilities triggers sustainable behaviours with ephemeral focus and enduring focus. Further, the exploratory/exploitative innovation is capable of explaining idiosyncratic behaviour for the firms' sustainability practices adoption. The findings delineate, with analysis, that unlike China, regulatory stakeholder pressures in India inhibit the adoption of sustainable practices with enduring focus in manufacturing firms.

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“…While identifying entrepreneurship as a subjective issue, an opportunity itself is an objective phenomenon identified by a given person at one time [93]. Numerous entrepreneurial opportunities are generated in developing nations because faster and more efficient countries generate many possibilities for innovative participants and often distribute these to the local market [94].…”

Section: Opportunity Recognition Dynamic Capability and Entrepreneurial Performancementioning

confidence: 99%

Measuring the Sustainable Entrepreneurial Performance of Textile-Based Small–Medium Enterprises: A Mediation–Moderation Model

et al. 2021

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This research aimed to examine the role of knowledge management practices in sustainable entrepreneurship performance. This study also investigated the relationships between six concepts: knowledge sharing behavior, innovative capacity, absorptive capacity, dynamic capability, opportunity recognition, and sustainable entrepreneurship. A self-administered questionnaire was used for data collection from 486 entrepreneurs randomly selected from textile-based SMEs in the Democratic Republic of the Congo (DRC). The findings show that knowledge management practices positively and significantly impact sustainable entrepreneurship performance and SMEs’ dynamic capabilities. Moreover, opportunity recognition strengthens the relationship between SMEs’ dynamic capabilities and sustainable entrepreneurship performance. This study offers valuable insights and directions for researchers and practitioners interested in the field of entrepreneurship.

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Impacts of stakeholder influences and dynamic capabilities on the sustainability performance of supply chains: a system dynamics model

Cited by 27 publications

References 54 publications

Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework

Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework

Stakeholder pressure for sustainability: Can ‘innovative capabilities’ explain the idiosyncratic response in the manufacturing firms?

Measuring the Sustainable Entrepreneurial Performance of Textile-Based Small–Medium Enterprises: A Mediation–Moderation Model

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