Market‐focused flexibility and innovative performance in public healthcare: Evidence from India

Kumar, Pradeep

doi:10.1002/pa.2809

Cited by 3 publications

(6 citation statements)

References 98 publications

(229 reference statements)

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“…As we progressed, we defined and refined the identified themes by carefully analyzing the collated data extracts to capture the essence of each theme, and we may also uncover sub-themes to provide a clearer structure. Lastly, we presented the entire data analysis procedure and its findings in a comprehensive report (Kumar, 2022).…”

Section: Methodsmentioning

confidence: 99%

How to transform brand haters into forgivers through emotional intelligence?

Mednini,

Damak Turki

2023

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PurposeConsumers' responses to service failures are influenced not just by company-related issues but also by one's ability to react to stressful situations. The aim of this research is to explore the emotional intelligence of brand haters and transform them into forgivers.Design/methodology/approachThis study used two qualitative methods, namely in-depth semi-structured interviews with a total of 17 participants who have different emotional intelligence levels (high, medium and low) and projective techniques with 6 participants.FindingsThis study's results showed that consumers with high and medium emotional intelligence feel less hate toward a brand and are more likely to forgive it, whereas consumers with low emotional intelligence feel more hate toward a brand and are unwilling to forgive it.Originality/valueTo the best of the authors' knowledge, this study is among the first to shed light on the importance of managing hate by consumers. Findings will help managers understand the importance of consumer personality in a management strategy and explain why some consumers forgive brands while others participate in anti-brand activities.

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Section: Methodsmentioning

confidence: 99%

How to transform brand haters into forgivers through emotional intelligence?

Mednini,

Damak Turki

2023

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“…Table 1 Exhaustive list of purchasing manager's competencies capability of market orientation (Barton, 1992;Amit and Schoemaker,1993;Teece et al, 1997) during their relationships with suppliers. As has been explained by authors studying other domains and industries, market orientation can be identified as an adoptive, flexible and dynamic capability, which positively impacts firm's innovative performance (Kohli and Jaworski, 1990;Javalgi, et al, 2005;Yadav et al, 2007;Kumar, 2020Kumar, , 2022Cataltepe et al, 2022;Muneeb et al, 2023).…”

Section: Knowledge Gap and Research Objectivementioning

confidence: 98%

Market orientation dynamic capability – a catalyst for purchasers’ core competencies to achieve innovative performance during supplier collaboration

Oberoi,

Naoui-Outini

2024

JABS

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Purpose This study aims to investigate purchasing manager’s core competencies during supplier collaboration and explain the mechanism through which these competencies can affect purchasing firm’s innovative performance. Design/methodology/approach The authors conducted 22 semidirective interviews with managers in diverse functions such as purchasing, supply-chain management and product development across industries and across nations (mostly India and France), which allow to formulate the propositions. Findings Through open coding, the authors identify three path-dependent, causally ambiguous and socially complex core competencies of purchasing managers: relational and emotional, communicational and creative and cognitive competencies; and through axial coding, the authors explain how these intangible core competencies support implementation of market orientation. To provide supporting arguments for the propositions, the authors use the resource-based view of the firm and dynamic capability theory. Research limitations/implications The first theoretical contribution of this study is focusing on the impact of competency–capability dyad in terms of performance. The second theoretical contribution of this study is to identify market orientation as a flexible and dynamic managerial capability. Practical implications The first managerial contribution is that the authors have identified and described three sets of a purchasing manager’s core competencies during supplier collaboration that affect the firm’s performance: relational and emotional, communicational and creative and cognitive competencies. The second managerial contribution relates to the mechanism through which purchasing managers’ core competencies during supplier collaboration affect firms’ outcomes. Originality/value The value of the results is in the explanation of the mechanism, i.e. market orientation dynamic capability, through which the competencies of purchasing managers can affect purchasing firm’s innovative performance.

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“…Because the present environment and modern society are considered inconsistent, uncertain, complex and unpredictable, so in such case, the SF is deemed an important factor that helps the organizations (e.g. health sector; Kumar, 2022) to deal with today’s complex and uncertain business environments (Brozovic, 2018; Haarhaus and Liening, 2020). For instance, Bera et al (2022) examined the flexibility in the health sector via reducing patients’ waiting time to deal with uncertain environments.…”

Section: Relevant Literature Reviewmentioning

confidence: 99%

“…For instance, Bera et al (2022) examined the flexibility in the health sector via reducing patients’ waiting time to deal with uncertain environments. Kumar (2022) determined the role of market-based flexibility to bring innovation performance in public health services.…”

Section: Relevant Literature Reviewmentioning

confidence: 99%

“…For instance, Bera et al (2022) examined the flexibility in the health sector via reducing patients' waiting time to deal with uncertain environments. Kumar (2022) determined the role of market-based flexibility to bring innovation performance in public health services. SF refers to the organization's capability to recognize environmental shifts and allocate resources to quickly respond to the new environmental changes and plans for the alternative course of action if the allocated resources need to be suspended or reversed (Shimizu and Hitt, 2004).…”

Section: Strategic Flexibilitymentioning

confidence: 99%

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Dynamic capabilities as a strategic flexibility enabler: organizational responsiveness to COVID-19

Muneeb

Khattak

Wahba

et al. 2022

JABS

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Purpose To cope with the existing pandemic situation and to be organizationally responsive, firms need to be strategically flexible, where they need to develop dynamic capabilities (DCs) by continuously reconfiguring their resource base. To address such challenges, firms heavily rely on information and communication technologies (ICT) because of advancement in disruptive technologies. This study aims to explore techniques used by higher education institutional (HEI) leaders to successfully address challenges posed by global disruption, i.e. COVID-19 with the help of advanced ICT software such as Zoom, Google Meet and Microsoft Teams. Design/methodology/approach A qualitative approach was adopted to explore strategic factors such as strategic flexibility (SF) and DC that disclose shortcomings in the current extant literature. A total of 15 interviews were conducted with heads of departments of HEIs in the United Arab Emirates. Data were analyzed using NVivo software. Findings The findings suggested three dimensions of SF (resources, operational and collaborative) and four dimensions of DC (strategic planning, innovative, adaptability and technological) for firms to adopt to be strategically flexible, where DC serves as building blocks of SF. Originality/value This research provides a framework as an avenue for future researchers and practitioners on how to strategically manage their resources and be strategically flexible in turbulent environment such as pandemics. Theory-based investigations on strategic capabilities and DC from resource-based perspective are still under-researched, emphasizing the need for theoretically based research on strategic responsiveness, especially during the times of environmental complexities such as COVID-19 pandemics. This research enriches strategic management research by exploring the important antecedents of organizational responsiveness, including SF and DC together with the support of human factor, i.e. leadership qualities of HEIs managers. This study, to the best of the authors’ knowledge, is among the first to systematically explore main dimensions of DC and SF based on the resource-based theory of strategic management in the Middle Eastern context.

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Market‐focused flexibility and innovative performance in public healthcare: Evidence from India

Cited by 3 publications

References 98 publications

How to transform brand haters into forgivers through emotional intelligence?

How to transform brand haters into forgivers through emotional intelligence?

Market orientation dynamic capability – a catalyst for purchasers’ core competencies to achieve innovative performance during supplier collaboration

Dynamic capabilities as a strategic flexibility enabler: organizational responsiveness to COVID-19

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