Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

Drago, Henrique Faverzani; Moura, Gilnei Luiz de; Silva, Luciana Santos Costa Vieira da; Veiga, Claudimar Pereira da; Kaczam, Fabíola; Rita, Luciana Peixoto Santa; Silva, Wesley Vieira da

doi:10.1007/s43546-022-00392-2

Cited by 5 publications

(4 citation statements)

References 94 publications

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“…(2018) reported the moderating role of controlling and enabling uses of management control system for the effect of environmental innovation strategy on firm performance. Our finding on the moderation mechanism of knowledge acquisition also addressed the call for investigations into moderators related to organizational learning in Drago et al. ’s (2022) review of the effect of strategic changes on organizational performance.…”

Section: Discussionsupporting

confidence: 58%

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Hoang

Nguyen

2023

JSTP

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PurposeTo achieve business success in a competitive market, hospitality firms are urged to search for different ways to enhance the firms' innovation capabilities. Drawing on dynamic capability theory, this study examined the role of entrepreneurial leadership in promoting product and process innovation through the mediating effect of innovation strategy and the moderating effect of knowledge acquisition.Design/methodology/approachData were collected through a time-lagged (two waves, two months apart) survey from 137 managers and 322 employees working in 103 Vietnamese hotels. Structural equation modeling (SEM) was used to test the proposed hypotheses in our conceptual model.FindingsThe findings revealed that entrepreneurial leadership is positively associated with both product and process innovation. In addition, these relationships are mediated by innovation strategy. While the relationship between innovation strategy and product innovation is moderated by knowledge acquisition, evidence was not obtained for the moderation effect of knowledge acquisition on the link between innovation strategy and process innovation.Originality/valueThe findings advance innovation and leadership literature by identifying the roles of entrepreneurial leaders in managing an organization as a dynamic system and developing appropriate innovation strategy to adapt to rapidly changing environments. In addition, this study offers important implications for hospitality firms that are investing in innovation activities and are seeking ways to promote the firms' innovation of products and processes.

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Section: Discussionsupporting

confidence: 58%

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Hoang

Nguyen

2023

JSTP

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“…In Brazil, Drago et al (2023) investigated how institutional performance was affected by dynamic capabilities strategic planners. Systematic Literature Review [SLR] was adopted which covered planning conduct and development of knowledge.…”

Section: Empirical Reviewmentioning

confidence: 99%

“…The results revealed that the dynamic capabilities of strategic planners influenced positively and increased the competitive intensity of the organization with other institutions. However, Drago et al (2023) relied on secondary data which is often prone to biases on authors' opinions rather than the reality.…”

Section: Empirical Reviewmentioning

confidence: 99%

Influence of Strategic Planning on the Organizational Performance Among Commercial-Based Parastatals in Kenya

Lerai¹,

Rintari²,

Moguche³

2023

JBSM

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Purpose: To examine the influence of strategic planning on the organizational performance among commercial-based parastatals in Kenya. Methodology: The study used a descriptive research design to collect data on a target population of six (6) commercial based parastatals. The respondents were 45 departmental managers and 151 administrative staff. The study obtained the sample size of 40 departmental managers and 110 administrative staff using simple random method. They were issued with closed and open-ended. Further, pre-test study was conducted at Kenya Airways where 4 departmental managers and 11 administrative staff. Additionally, descriptive analysis, frequency tables and explanation were used to illustrate the results. Further, inferential statistics were be examined using multiple regression and correlation analysis. Results: The dependent variable results indicated that 75(69%) respondents strongly agreed on the highest mean of 4.37 (SD of 1.04), that the management motivated the staff to go and get a higher academic qualification. Additionally, on a mean of 3.67 (SD of 1.32), 51(48%) respondents strongly agreed that the number of clients has been increasing for the last few years. That notwithstanding, 85(79%) disagreed on a mean of 2.22 (SD of 0.73), that the parastatals had enough cash to meet their financial obligations effectively. The independent variable results indicated that 38(36%) and 19(18%) respondents strongly agreed and agreed respectively on a mean of 3.81(SD of 1.01), that strategic forecasting had significantly informed their strategic planning. This was closely followed by availability of resource allocation influenced employee motivation. This question had a mean of 3.55 (SD of 1.04) where 28(26%) respondents strongly agreed and 19 (18%) agreed on the sentiments. However, 39(36%) respondents strongly disagreed while 51(48%) disagreed that bench marking had always guided their strategic planning decisions on a mean score of 2.98 (SD of 1.04). The Pearson correlation coefficient was r=0.700** at α < 0.000 and 99% significance level indicating a positive correlation between strategic planning and organization performance. Unique contribution to theory, policy and practice: The basis of the parastatals’ strategic planning was not supported by any bench marking but rather a specific individual’s knowledge and experience. Therefore, when the individual at any capacity left the parastatal, the remaining team did not have a clear way of formulating strategies or benchmarking them with other corporates. The study recommends that there should be developed processes of strategic planning which are well documented by the management and have a policy to guide on what should done, who should be consulted and when should that happen in case of eventualities. Further, the management should encourage work mentorship from senior management to junior employees to orient them on management issues. This would help the employees gather relevant skills and knowledge to make strategic decision, when need be, on behalf of the parastatal.

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“…As the business landscape evolved, so did the theoretical frameworks underpinning business strategy. The resource-based view (RBV) emerged as a powerful lens for examining the distinct capabilities and resources of firms that contribute to competitive advantage [11], [21], [27]- [29]. It shifts the focus from industry structure to internal resources, encouraging a deeper exploration of how firms' unique assets contribute to their market leadership.…”

mentioning

confidence: 99%

Innovating for the Future: A Bibliometric Examination of Business Strategy Research and the Pursuit of Market Leadership

Mardiah,

Ramadhi,

Santy Sriharyati

et al. 2023

Econ. entrep.

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This research conducts a comprehensive bibliometric analysis of the literature on business strategy and the pursuit of market leadership. By employing bibliometric techniques and leveraging the VOSviewer software, the study identifies key authors, journals, keywords, and citation patterns within the field. The analysis reveals influential contributors, emerging trends, and interconnected themes that have shaped strategic thinking. The study offers valuable insights for scholars, practitioners, and policymakers seeking to understand the dynamics of business strategy and its implications for achieving market leadership. By examining the evolution of research, the research methodology, results, and discussions, this research aims to contribute to informed decision-making and future research directions in the pursuit of market leadership.

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Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

Cited by 5 publications

References 94 publications

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Influence of Strategic Planning on the Organizational Performance Among Commercial-Based Parastatals in Kenya

Innovating for the Future: A Bibliometric Examination of Business Strategy Research and the Pursuit of Market Leadership

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