Linking Dynamic Capabilities and Market Performance of SMEs: The Moderating Role of Organizational Agility

Akkaya, Bülent; Iqbal, Qaisar

doi:10.26650/ibr.2021.50.961237

Cited by 5 publications

(8 citation statements)

References 57 publications

(78 reference statements)

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“…It also motivates employees to generate innovative ideas about products and services that drive the FP (Škare and Soriano, 2021). Although (Akkaya and Qaisar, 2021; Çallı and Çallı, 2021) found a positive moderation effect on the variables understudy, this study results in contrast with the above study, which found a significant relationship with those variables. Due to factors including capital expenditures, supply chain concerns, and timetables for product development, manufacturing companies often have lengthier planning and execution cycles.…”

Section: Discussioncontrasting

confidence: 99%

Navigating the manufacturing revolution: identifying the digital transformation antecedents

Bilal,

Xicang,

Jiying

et al. 2024

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PurposeIn the era of digitalization, digital technology has transformed businesses and created enormous opportunities for organizations worldwide. Unsurprisingly, research on digital transformation has garnered significant interest among academics in recent decades. However, this study aims to recognize the key and holistic antecedents influencing digital transformation in manufacturing firms. This study also investigates the indirect relationships of antecedents with firm performance.Design/methodology/approachThe hypothesis was investigated using the partial least squares structural equation modeling (PLS-SEM) approach. The data was collected from 279 employees through a self-administered survey of manufacturing firms.FindingsThe results described a significant and positive impact of competitive pressure, leadership role, organization culture, organization mindfulness, government regulation, and IT readiness on digital transformation and firm performance. Furthermore, digital transformation partially mediates the relationship between antecedents and firm performance.Originality/valueThe study finds a holistic perspective of the critical antecedents of digital transformation using the mediation role of digital transformation and moderating effects of firm agility. Additionally, all antecedents have a significant association with Firm Performance.

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Section: Discussioncontrasting

confidence: 99%

Navigating the manufacturing revolution: identifying the digital transformation antecedents

Bilal,

Xicang,

Jiying

et al. 2024

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“…In addition, the study will determine how SSCM relates to SM. There is research on information sharing as a moderating variable of SCAG, even though many have advocated for and acknowledged that agility has a favorable influence (Nagel and Dove, 1991;Akkaya and Qaisar, 2021). This research, therefore, addresses the knowledge gaps in these areas.…”

Section: Introduction 1backgroundmentioning

confidence: 94%

“…If businesses want to improve their operational performance in a way that is both sustainable and long-term, they will need to make significant investments in the training and development of their workforce. Akkaya and Qaisar (2021) found that agility serves as a moderating factor. It is generally accepted that SCAG exerts a substantial amount of pressure on the strategic competitiveness of a business.…”

Section: The Moderating Role Of Supply Chain Agilitymentioning

confidence: 99%

The impact of top management support, perceived justice, supplier management, and sustainable supply chain management on moderating the role of supply chain agility

Men

Yaqub

Yan

et al. 2023

Front. Environ. Sci.

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Sustainable supply chain management (SSCM) is a new area of interest to scientists and industrial practitioners through which to maintain productivity, reduce costs, and enhance agility. SSCM is especially important to protect the environment and reduce pollution by heavy industries. It considers the environment the main stakeholder in minimizing the carbon footprint during production, lowering emissions of dangerous gases, and reducing industrial pollution. Considering the aforementioned purposes, the aim of this study was to explore the relationships between top management support, perceived justice, supplier management, and SSCM and assess the moderating role of supply chain agility. This quantitative study was conducted in the vast textile sector in Pakistan. We collected data through a questionnaire and found that top management support, perceived justice, and supplier management are positively and significantly associated with SSCM. However, there was no significant moderating effect of supply chain agility on the independent variables and SSCM. These findings have practical implications for production managers and top management in enhancement of their roles in promoting environmental wellbeing. By developing rules at the organizational and governmental levels that consider the role of top management, perceived justice, and improved supplier management, the sustainability of the supply chain can be improved. This analysis provides academics who study the supply chain a practical prescription and adds to the body of knowledge about the validity of top SSCM pillars.

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“…Economic sustainability for many firms has depended upon their ability to leverage their intellectual capital [2], both formal such as patents and copyrighted materials, and informal such as the knowledge and expertise accumulated by members of the organizations [38]. Likewise, sustainable operations for many firms has depended on their ability to adapt to changes in circumstances both internal and external to their organizations [21,67].…”

Section: Economic Sustainabilitymentioning

confidence: 99%

“…Recent studies have paid increasing attention to mechanisms to help managers evaluate needed levels of OA [18], practical methodologies to implement OA [20], the role of OA as a moderator impacting market performance [21], the influence of talent management on OA [22], the relationship between IT capability and OA [23], and factors that either enable or hinder agility [16,24]. Moreover, there is a significant amount of research on agile manufacturing [25][26][27][28][29][30][31][32] and enterprise agility [33].…”

Section: Introductionmentioning

confidence: 99%

Creating Sustainable Organizations through Knowledge Sharing and Organizational Agility: Empirical Evidence from China

2022

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This study explores the relationships among knowledge sharing, adaptability, and performance, and furthermore seeks to address a gap in the existing literature on how those relationships may vary between organizational sectors. Economic sustainability for firms of all sizes and sectors is likely to depend to a large extent on the creation of a sustainable organizational culture built on collaboration, innovation, and adaptability. The importance of knowledge management in developing sustainable and higher functioning organizations is well accepted in the literature. Likewise, the ability of organizations to realize competitive advantage by adapting and responding in a timely manner to changes in the landscape is well supported. Building on previous research, this study further examines how organizations in different sectors may experience that interaction differently. Based on data gathered through 720 online surveys and subjected to empirical analysis, the findings suggest that work groups that are more agile can more readily realize the benefits of a knowledge sharing organization culture. Further, in contrast to the main body of existing literature, the findings indicate that there is little difference in these benefits among organizations operating in different sectors, notably, within the context of mainland China. These findings may be of interest to those with an interest in knowledge sharing, organizational agility, organizational behavior, sustainable organizations, collectivistic cultures, to practitioners with an interest in developing higher functioning organizations, and to social scientists in related research areas such as cultural studies and psychology.

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Linking Dynamic Capabilities and Market Performance of SMEs: The Moderating Role of Organizational Agility

Cited by 5 publications

References 57 publications

Navigating the manufacturing revolution: identifying the digital transformation antecedents

Navigating the manufacturing revolution: identifying the digital transformation antecedents

The impact of top management support, perceived justice, supplier management, and sustainable supply chain management on moderating the role of supply chain agility

Creating Sustainable Organizations through Knowledge Sharing and Organizational Agility: Empirical Evidence from China

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