The Influence of Development on Managerial Capabilities and Performance: Empirical Evidence from Pakistan

Ahmed, Kazi Afaq

doi:10.5171/2017.164526

Cited by 5 publications

(4 citation statements)

References 13 publications

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“…The success of the firm will depend on its effectiveness, along with the skills and knowledge of people working in the organization (Pickett, 1998), who establish priorities and belief systems, and guide managers and employees towards the shaping of business resources and competencies (Kor and Mesko, 2013).By Boeker & Karichalil (2002), they stated that developing managerial capabilities is necessary for growth. Lado, Boyd, and Wright (1992) further argued that organizations by attaining superior managerial capabilities create the capacity: to create vision, formulate strategies, and make them work by communicating to the workforce Adner & Helfat, 2003;Ahmed, 2017). Managers must provide a high degree of commitment, clear definition of objectives and adequate financial resources (Pickett, 1998).…”

Section: Managerial Capabilitiesmentioning

confidence: 99%

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

Ferreira

Coelho

Weersma

2018

CyA

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Section: Managerial Capabilitiesmentioning

confidence: 99%

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

Ferreira

Coelho

Weersma

2018

CyA

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“…The study concluded that managerial capabilities had a significant effect on performance of private universities in Kenya. The findings were supported by Ahmed (2017) managerial capabilities have significant effect on performance of private universities in Kenya. Additionally, Kogo and Kimencu (2022) findings showed that managerial capabilities was significantly related to the success of companies.…”

Section: Correlation Analysismentioning

confidence: 64%

“…On the basis of the industry as a whole and the firm's position in the market in comparison to its competitors, the strategy was taken into consideration. According to Mbithi (2016) on his contribution to the industry configuration known as the Structure Conduct-Performance (SCP) paradigm, which he defined as the fundamental connection between how an industry structure affects an organization's conduct and how well it performs, there are a number of other factors that can affect an organization's conduct.. Ahmed (2017) looks into how development affects the development of superior managerial skills that affect organizational performance in Pakistan. Faceto-face interviews were conducted as part of the survey for the study.…”

Section: Market Based View Theorymentioning

confidence: 99%

Strategic Capabilities and Organizational Performance of Selected Chartered Private Universities in Nairobi City County, Kenya

AVEDI,

ANYIENI, PhD

2023

strategicjournals.com

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This study assessed the effect of strategic capabilities on the performance of private universities in Nairobi City County, Kenya. The study research design was descriptive research design. The study targeted 6 private universities that were fully licensed and operative in Nairobi city county, Kenya. The respondents consisted of 125 employees working under planning and development/finance, administration services, deans and directors. Data was collected through the use of structured questionnaire. The findings showed that managerial capabilities had a positive and significant effect on performance of private universities in Nairobi City County, Kenya (β 1 =1.078, sig<0.05). The result showed that a unit change in technological capabilities resulted to positive units changes in organization performance in private universities in Kenya (β 2 =0.732, sig<0.05). The study concluded that technological capabilities had a positive and significant effect on performance of private universities in Kenya. A unit change in marketing capabilities resulted to positive units changes in performance of private universities in Kenya. The effect of marketing capabilities was the highest on performance of private universities in Nairobi City County, Kenya compared to other indicators used in the study (β 3 =1.302, sig<0.05). The study concluded that marketing capabilities have a positive and significant effect on performance of private universities in Kenya. The changes in research and development had no significant effect on performance of public universities at 5% significance level (sig>0.05). The study concluded that R&D activities had insignificant effect on organizational performance. Based on the findings, The study recommended the senior management in the private universities to take a care role in ensuring team work, coordination of activities and effective communication. In order to improve knowledge, it was advised that private institutions concentrate more on technology advancement in the key areas of operation such as administration, teaching, planning, R&D, marketing and examination administration. It was suggested that private universities should adjust their brand position in the market to stand out from the competition and stay abreast of customer demands and requirements in order to increase performance.

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“…The theory of resource-based view was coined by Edith Penrose in the late 1950's by which, the heterogeneity of the resources possessed by the firm contribute to its competitive advantage [3]. The heterogeneity can be either in the tangible assets or in the intangible assets like the capabilities of the management [4]. The quality of the entrepreneur and his decisions determines the success of an enterprise [6].…”

Section: Introductionmentioning

confidence: 99%

Resource Based Capability and Competitive Strategy of High-Tech Ventures in Kerala

Nambiar*,

Balasubramanian

2019

IJRTE

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The paper examines the impact of resource- based capability and competitive strategy on the performance of hightech new ventures in Kerala. The resource-based capability was analyzed using the variables managerial capability, technical capability, marketing capability and input sourcing capability of the firm. Competitive strategy was measured by looking into cost strategy, quality strategy, innovation strategy, and customization strategy adopted by the firm. A descriptive research was undertaken to analyze the performance of the ventures. A survey method was administered to collect data from 83 high- tech startups in Kerala. Independent sample t-test, Multiple regression and Cluster analysis were used to arrive at a conclusion. The findings indicate that both resource- based capability and competitive strategy influences the performance of a venture. It was found that the entrepreneurs of profitable ventures exhibit better managerial capability. The results of the cluster analysis show that the entrepreneurs with high performance indicators are customer centric. The innovation strategy and marketing capability adopted by the firm has an impact on the venture performance. The findings suggest that sales, profitability and financial position can be predicted to an extend by the resourcebased capability and competitive strategy adopted by the venture. The research work can be used by emerging entrepreneurs, policymakers and incubation managers to develop a framework to improve the performance of startups.

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The Influence of Development on Managerial Capabilities and Performance: Empirical Evidence from Pakistan

Cited by 5 publications

References 13 publications

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

Strategic Capabilities and Organizational Performance of Selected Chartered Private Universities in Nairobi City County, Kenya

Resource Based Capability and Competitive Strategy of High-Tech Ventures in Kerala

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