The applicability of Grant’s framework in the dynamic digital age

Rashidirad, Mona; Soltani, Ebrahim; Salimian, Hamid; Liao, Yingying

doi:10.1108/ebr-03-2014-0023

Cited by 11 publications

(11 citation statements)

References 122 publications

(206 reference statements)

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“…This leads us to one of the other contributions of this study, which is the proposition and examination of an untested theoretical framework on the mediating impact of competitive strategy on the contribution of dynamic capabilities to firms' value creation. This framework attempts to complement previous studies (Wang et al, 2015) and helps to clarify the tenuous links between dynamic capabilities, competitive strategy and value (Rashidirad et al, 2015), which contributes to RBT and DCV. In particular, this contributes to the long-standing issue of tautologies between capabilities and values, which lies in RBT.…”

Section: Mediating Role Of Competitive Strategymentioning

confidence: 91%

“…Thus, we argue that dynamic capabilities enable SMEs to create value if they positively contribute to the development and support of competitive strategies. Dynamic capabilities may only deliver higher value along dimensions consistent with the competitive strategy of the firm (Rashidirad et al, 2015).…”

Section: Role Of Different Dynamic Capabilities In Value Creationmentioning

confidence: 99%

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SMEs’ dynamic capabilities and value creation: the mediating role of competitive strategy

Rashidirad

Salimian

2020

EBR

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Purpose The purpose of this research is to explicate the role of dynamic capabilities in the ability of small- and medium-sized enterprises (SMEs) to create value and also investigate the relationship among different dynamic capabilities, competitive strategy and SMEs’ value sources. Design/methodology/approach Empirical evidence based on a survey conducted on a sample of 441 UK-based SMEs was used to test the research hypotheses. Findings The findings illustrate that sensing, learning, integrating and coordinating capabilities play a significant role in SMEs’ value creation, and competitive strategy mediates the impact of dynamic capabilities on value creation. Research limitations/implications This study demonstrates the benefits of understanding the relationship among the four types of dynamic capabilities, competitive strategy and value creation. Moreover, this study contributes to the notion of the contingency nature of dynamic capabilities. Practical implications It offers managers insight into the aspects on which to focus their efforts to enhance their firm’s capacity of value creation. Originality/value While much of the prior studies have conceptually/qualitatively investigated the financial return of uni-dimensional dynamic capabilities of large firms in the manufacturing sector, this study made a significant effort to quantitatively examine the non-financial value potential of SMEs in service sector through four processes of dynamic capabilities.

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Section: Mediating Role Of Competitive Strategymentioning

confidence: 91%

Section: Role Of Different Dynamic Capabilities In Value Creationmentioning

confidence: 99%

SMEs’ dynamic capabilities and value creation: the mediating role of competitive strategy

Rashidirad

Salimian

2020

EBR

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“…structure and culture) as mechanisms for novelty creation, our study makes an attempt to assess the ability of firms to create novelty through focusing on dynamic capabilities and their interplay with competitive strategies. These findings constitute a theoretical extension of the literature by providing new empirical insights into the prior untested conceptualisations of the fit between competitive differentiation strategy and dynamic capability (Rashidirad et al , 2015). More specifically, our findings extend the debate on the more specific type of dynamic capabilities (i.e.…”

Section: Research Contributionsmentioning

confidence: 61%

A contingency view to novelty

Rashidirad

Salimian

Soltani

2018

EBR

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Purpose: The aim of this study is to examine (i) the impact of the fit between product-service strategy and sensing capability on novelty, and (ii) the potential moderating impact of contextual factors (i.e. technological and market turbulence) on novelty.Design/methodology/approach: In line with the aim of the study, a quantitative approach was adopted and a multi-item scale survey was designed to collect primary data. Using a mixed mode survey, a total number of 491 questionnaires were collected from a sample of UK-based telecommunications firms. Multiple regression was employed to test the hypotheses and predict the outcomes. Findings:The results support the positive contribution of a contingency approach to the study of the impact of the fit between product-service strategy and sensing dynamic capability on novelty. The results also partially confirm the reinforcing impact of technological and market turbulence on novelty. Originality/value:The current study extends research on product-service strategy and sensing capability by adopting a contingency view which intends to serve two purposes: (i)to complement the existing reductionistic explanations, and (ii) to explore how the relationship between product-service strategy and sensing capability could create novelty as well as the degree to which this relationship could be moderated in light of the external contextual factors.

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“…The role universities can play in relevant knowledge transfer has been documented by Piterou & Birch (2014). In 2017, SweetStar Cloud developed a strategic relationship with the local university on knowledge sharing partnership.…”

Section: The Next Level: University Collaborationmentioning

confidence: 99%

Developing a transformational digital strategy in an SME: The role of responsible management

2020

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Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant strategic change. The company is attempting to move from being a tradition managed service provider of Information Services towards becoming a significant influencer in the market for digital services in the UK. As part of a Knowledge Transfer Partnership (KTP), a local UK University has been closely involved in developing this new strategic direction and it is well poised to present and analyse the story. From the use of tried and tested strategic tools, including Porter’s Generic Strategies and segmentation and targeting, the company has also embraced digital-specific approaches for developing partnerships with clients, developing pilot projects and experimenting with its use of social media. At the heart of this research is an analysis of the move from push marketing towards models of attraction. This paper aims to explore how traditional strategic tools are still applicable in the digital era alongside new tactical approaches in the digital sector. This aim has led to an approach to business that is responsible, in terms of moving away from a traditional push-selling model to one of partnership with customers at a strategic level. Strategy in dynamic markets often highlights responsiveness as a key success factor. The ability to respond (a response-ability) requires more agile companies. As SweetStar Cloud has developed its strategy, it has focused in achieving this more effective ability to respond through a more collaborative approach. In this sense, agile response-ability converges with business responsibility, as new abilities in communication, cooperation and trust development become key.

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The applicability of Grant’s framework in the dynamic digital age

Abstract: Yingying (2015) The applicability of Grant's framework in the dynamic digital age: a review and agenda for future research. European Business Review, 27 (6). pp. 656-678.

Cited by 11 publications

References 122 publications

SMEs’ dynamic capabilities and value creation: the mediating role of competitive strategy

SMEs’ dynamic capabilities and value creation: the mediating role of competitive strategy

A contingency view to novelty

Developing a transformational digital strategy in an SME: The role of responsible management

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