Resource and dynamic capabilities in business excellence models to enhance competitiveness

Zapata-Cantú, Laura; Delgado, Jose Humberto Cantu; Gonzalez, Fernando R.

doi:10.1108/tqm-03-2014-0030

Cited by 18 publications

(23 citation statements)

References 34 publications

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“…The defined optimal set of dynamic capabilities will remain an abstract description of an organization’s development opportunities until the right conditions are created for its implementation [ 79 , 80 ]. Visionary leaders should refer to internal and external stakeholders when taking action to change dynamic capabilities [ 81 – 83 ] so that they believe in the reality of an organization’s vision and engage in processes of change [ 84 ]. Those responsible for the dynamic capabilities development processes must be aware of the importance of emotional stakeholder engagement for the long-term success of an organization [ 83 , 85 , 86 ].…”

Section: Introductionmentioning

confidence: 99%

“…Visionary leaders should refer to internal and external stakeholders when taking action to change dynamic capabilities [ 81 – 83 ] so that they believe in the reality of an organization’s vision and engage in processes of change [ 84 ]. Those responsible for the dynamic capabilities development processes must be aware of the importance of emotional stakeholder engagement for the long-term success of an organization [ 83 , 85 , 86 ]. This means that they should coordinate their activities within an organization in such a way that stakeholders will not only accept the processes of change, but will be confident in the effectiveness of their implementation, trust the decisions of managers and believe in the wisdom of the actions undertaken.…”

Section: Introductionmentioning

confidence: 99%

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The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

et al. 2021

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While most researchers interested in the concept of dynamic capabilities focus their attention on analyzing how companies transform their resources to compete in their environment, the process of developing dynamic capabilities is treated as a marginal issue. Although the literature suggests various approaches to developing dynamic capabilities, they are formulated in general terms, and doubts can be raised about the links between actions. There is also a lack of empirical research indicating the links between activities in the process of developing dynamic capabilities and their influence on the effectiveness of an organization. The aim of the study is to formulate a proposal for a model of the process of developing dynamic capabilities aimed at increasing the economic effectiveness of a company and to determine the links between the activities in the model. The theoretical contribution of the paper consists in presenting a model of the process of developing dynamic capabilities aimed at increasing the economic effectiveness of the company. The results presented in the paper refer to an empirical examination of the model of developing dynamic capabilities, covering five activities: searching for opportunities; knowledge management and learning; coordination; configuration and reconfiguration; and organizational adaptation. The study also includes an examination of the possible impact the components of the dynamic capabilities building process have on a company’s performance. The study uses the survey method and data was obtained from top managers. The conclusion, based on data from 471 Polish companies, was made using structural equation modelling. The results of the empirical research suggest that the individual activities in the process of developing dynamic capabilities are interconnected, and through mutual interactions and couplings, they positively affect the economic effectiveness of an enterprise. The results indicate that searching for opportunities is the precursor, and the main factor influencing the other activities in the process, which suggests that managers should focus on improving activities in this area.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

et al. 2021

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“…Helfat et al, (2007) highlighted the dynamic capability is an organization's ability to purposefully create, extend or modify its resource basis. Hence, a dynamic capability provides a firm foundation for achieving a sustainable competitive advantage (Zapata-cantu et al, 2016). In fact, dynamic capabilities can be expressed by shared and decoded knowledge that an organization could absorb through constant and past occurrences (Souza et al, 2017).…”

Section: Theoretical Foundation and Review Of Literaturementioning

confidence: 99%

The Influence of Sustainable Leadership and Strategic Agility on Business Sustainability

Lim

Ping

2018

Proceedings of the 7th International Conference on Entrepreneurship and Business Management

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In today's dynamic business world, companies are moving toward business sustainability strategy and regard it as a core company business. Based on dynamic capabilities theory and contingency theory, this paper presents a conceptual model which suggests sustainable leadership is a crucial capability that influence business sustainability while strategic agility plays a vital role in enhancing the impact towards business sustainability among public listed companies in Malaysia. The conceptual model proposed in this study enriches the literature in organizational performance, shifting from traditional profit-based measurements to a holistic view of business sustainability. Practically, this study provides insights to the regulators and managers that sustainable leadership is an important capability; and along with strategic agility; influence business sustainability among Public Listed Companies in Malaysia.

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“…It motivates organisations towards improvements by comparing their practices with the best practices of the industry (Hyland and Beckett, 2002;Zairi and Hutton, 1995). This reflects positively in improving the quality of products and services, enhancing customer satisfaction and reducing costs (Scott et al, 2009;Zapata-Cantu et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

Alosani¹,

Al-Dhaafri

2020

TQM

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PurposePolice agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.Design/methodology/approachA quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.FindingsFindings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.Research limitations/implicationsThis study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.Practical implicationsSeveral recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.Originality/valueAlthough several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.

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Resource and dynamic capabilities in business excellence models to enhance competitiveness

Cited by 18 publications

References 34 publications

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies

The Influence of Sustainable Leadership and Strategic Agility on Business Sustainability

An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

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