Relational capital and SME collaborative strategy in the Malaysian service industry

Downe, Alan G.; Loke, Siew Phaik; Sambasivan, Murali

doi:10.1504/ijsem.2012.047055

Cited by 7 publications

(12 citation statements)

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“…Today's complex and highly dynamic business environment makes it crucial for organisations to collaborate [6]. The philosophy underlying collaboration is that of working with others to achieve a common goal [9].…”

Section: Inter-organisational Collaborationmentioning

confidence: 99%

“…A group of companies can be considered as an organisation per se, using resources, providing opportunities for knowledge to flow and stimulating innovation [32]. Collaboration involves combining scarce resources, exchanging knowledge and developing procedures to create synergies and competitive advantages for the different partners [6,32]. Companies are increasingly seeking out opportunities to create value through inter-organisational relationships [8].…”

Section: Inter-organisational Collaborationmentioning

confidence: 99%

“…Nowadays, due to the highly competitive and dynamic business environment, it is more necessary than ever that organisations collaborate with each other to be competitive [6]. Furthermore, collaboration with external innovative partners can allow the development of new products or services.…”

Section: Introductionmentioning

confidence: 99%

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Intellectual Capital Change Management in the Construction Industry—The Case of an Inter-Organisational Collaboration

Vale

Barbosa

Bertuzi

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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Nowadays, due to the complexity of the relationships with external entities, along with the importance that traditional media and the innovative social media have in creating competitive advantages, it is necessary for companies to collaborate in order to create Intellectual Capital (IC). Although collaboration is crucial to create IC, there is a paucity in literature regarding the effects that a specific type of collaboration may have on the IC of an organisation, specifically a franchising with a mediatic actor. Moreover, literature addressing IC creation and destruction over time is scarce, especially when applied to the construction industry. This paper’s goal is twofold: understanding the longitudinal changes of a construction SME’s Intellectual Capital, regarding its creation and destruction; analysing the impact that a specific inter-organisational collaboration franchising—with a mediatic actor may have on such IC. A single in-depth case study was conducted, allowing to conclude that the actions of an organisation can develop both Intellectual Assets and Intellectual Liabilities. It was also concluded that inter-organisational collaboration, through a franchise with an actor with experience in communication, can generate, in the long term, positive and innovative effects regarding the different IC components, namely the Relational one. More specifically, the paper allowed to ascertain that an organisation’s IC changes over time in a dynamic fashion, i.e., Intellectual Liabilities which emerged before an innovative collaboration can be transformed into Intellectual Assets and create competitive advantages. This paper contributes to stress the importance of managing IC, not only when it is created, but namely in when it can be destroyed, in a context of inter-organisational collaborations applied to a construction SME.

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Section: Inter-organisational Collaborationmentioning

confidence: 99%

Section: Inter-organisational Collaborationmentioning

confidence: 99%

See 1 more Smart Citation

Intellectual Capital Change Management in the Construction Industry—The Case of an Inter-Organisational Collaboration

Vale

Barbosa

Bertuzi

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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“…Innovation is a desirable feature of contemporary enterprises and seems to be a response to the constantly changing dependences and conditions for building competitiveness. The escalation of needs in terms of effectiveness, speed, and delivering quality of products and services directs entrepreneurs towards developing key competences and opening up to interorganizational cooperation with a view to obtaining external sources which will complement the company's capital (Downe, 2012). Studying the dependencies that exist between company innovation and inter-organizational cooperation is intended to give an understanding of the occurring patterns, sources, and implications of purposeful relationships.…”

Section: Introductionmentioning

confidence: 99%

Cooperation in Creating Innovation in Polish Small and Medium-Sized Enterprises in the Light of Empirical Studies

Zastempowski¹,

Przybylska²

2016

JOC

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Nowadays, sources of competitive advantage and economic development are sought in the sphere of innovation. They are at the centre of interest of representatives of the world of politics, science, and business. Moreover, they have been incorporated into governmental and international strategic development programmes. This article attempts to characterize and evaluate cooperation in creating innovation in small and medium-sized enterprises in Poland. Empirical research, a fragment of which is presented in this article, was conducted at the turn of March and April 2015 on a representative sample of Polish small and medium-sized enterprises. The subject of the analysis was business innovation expressed through the indicators of innovation and frequency of cooperation with different entities from the business environment to create new solutions, as well as forms of business innovation. The evaluation of the existing dependence was performed on the basis of the estimation results of the logit model. The objective of this study was to identify key factors related to cooperation and their impact on the innovativeness of Polish companies, using the tools of econometric analysis. The article presents a contemporary approach to managing innovative activity-open innovation, which is both widely reported and reflected in the results of research conducted. The logit model that was developed also indicates that companies that are open to cooperation with customers and academic institutions of the Polish Academy of Sciences (PAN) and are members of clusters are more likely to implement innovations of a radical nature.

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“…Kapitał relacyjny jest efektem umiejętności tworzenia oraz podtrzymywania trwałych związków zbudowanych na współpracy i wzajemnym zaufaniu. Przedsiębiorstwa stale dokonują wymiany dóbr materialnych i niematerialnych z otoczeniem, która w wyniku świadomego i strategicznego działania pracowników zwiększa prawdopodobieństwo odniesienia sukcesu rynkowego Eskalacja potrzeb w zakresie skuteczności, szybkości i dostarczania wysokiej jakości produktów i usług ukierunkowuje przedsiębiorców na rozwijanie kluczowych kompetencji i otwieranie się na współpracę międzyorganizacyjną w celu pozyskania zewnętrznych źródeł, które będą uzupełnieniem kapitału przedsiębiorstwa 18 .…”

unclassified

The development of relational capital through the use of online platforms Web 2.0

Przybylska¹

2015

Współczesne Problemy Ekonomiczne

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Relational capital and SME collaborative strategy in the Malaysian service industry

Cited by 7 publications

References 0 publications

Intellectual Capital Change Management in the Construction Industry—The Case of an Inter-Organisational Collaboration

Intellectual Capital Change Management in the Construction Industry—The Case of an Inter-Organisational Collaboration

Cooperation in Creating Innovation in Polish Small and Medium-Sized Enterprises in the Light of Empirical Studies

The development of relational capital through the use of online platforms Web 2.0

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