Integrating Dynamic Capability and Commitment Theory for Research on IT Capabilities and Resources

Recent studies have highlighted the utility of the resource-based view (RBV) in understanding the development and application of IT capabilities and resources in organisations. Nevertheless, IS research has inadvertently carried over several fundamental problems and weaknesses with the RBV from reference disciplines. This paper proposes an integrative theory, model and research framework that draws on dynamic capabilities theory from the resource-based view of the firm in institutional economics, and commitment theory in institutional sociology, to explain and understand the process by which IT capabilities and resources are developed and applied in organizations. In so doing, this study addresses the paucity of theory on the role of IT capabilities in building and leveraging firmspecific IT resources. The study also addresses the aforementioned problems and weaknesses to build a logically consistent and falsifiable theory, with relatively superior explanatory power, for application in both variance and process-based research, whether positivist or interpretivist in orientation

Human Resources Strategy: The Era of Our Ways

The purpose of this chapter is to discuss some of the main features and trends in human resources (HR) strategy. Inasmuch as people are among the most important resources available to firms, one could argue that HR strategy should be central to any debate about how firms achieve competitive advantage. But this “people are our most important asset” argument is actually fairly hollow in light of the evidence. Far too many articles on HR start with this premise, but the reality is that organizations have historically not rested their fortunes on human resources. The HR function remains among the least influential in most organizations, and competitive strategies have not typically been based on the skills, capabilities, and behaviors of employees. In fact, as Snell, Youndt and Wright (1996:62) noted, in the past executives have typically tried to “take human resources out of the strategy equation--i.e., by substituting capital for labor where possible, and by designing hierarchical organizations that separate those who think from those who actually do the work.

Exploring the impact of technological competence development on speed and NPD program performance

With growing levels of competition across industries, technological competence is increasingly viewed as crucial for businesses to maintain their long-term competitive advantage. Although there are many theoretical arguments about how firms' competences can yield competitive advantage and performance improvement, we have a limited understanding of where the capabilities originate in the context of NPD or what kind of product portfolios, internal climate and strategic alignment are required to build them. Moreover, empirical evidence for technological competence development is limited and comes primarily from case studies, anecdotal evidence, and management impressions. Accordingly, this research addresses these gaps by presenting and testing a conceptual model of technological competence development in NPD. This study makes advances in applying a dynamic capability approach to technological competence development in NPD, and investigates the impact of innovative climate, technological alignment, and project portfolio management on technological competence development as well as NPD speed. Moreover, the factors that might influence NPD program performance are also investigated. The analysis, based on data collected from 164 firms, shows that a firm's innovative climate, technological alignment and portfolio management are positively associated with technological competence development. While technological alignment was found to be negatively related to NPD speed, portfolio management and technological competence development were found to have positive effects on speed. However, innovative climate had no significant impact on speed. Moreover, technological competence development and portfolio management were found to be positively related to NPD program performance. Finally, the authors found no support for the relationship between speed and NPD program performance

An integrated core competence evaluation framework for portfolio management in the oil industry

Drawing upon resource-based theory, this paper presents a core competence evaluation framework for managing the competence portfolio of an oil company. It introduces a network typology to illustrate how to form different types of strategic alliance relations with partnering firms to manage and grow the competence portfolio. A framework is tested using a case study approach involving face-to-face structured interviews. We identified purchasing, refining and sales and marketing as strong candidates to be the core competencies. However, despite the company's core business of refining oil, the core competencies were identified to be their research and development and performance management (PM) capabilities. We further provide a procedure to determine different kinds of physical, intellectual and cultural resources making a dominant impact on company's competence portfolio. In addition, we provide a comprehensive set of guidelines on how to develop core competence further by forging a partnership alliance choosing an appropriate network topology

HRM, organizational capacity for change, and performance: a global perspective

This special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom

A Resource-Based View Of International Human Resources: Toward A Framework of Integrative and Creative Capabilities

Drawing on organizational learning and MNC perspectives, we extend the resource-based view to address how international human resource management provides sustainable competitive advantage. We develop a framework that emphasizes and extends traditional assumptions of the resource-based view by identifying the learning capabilities necessary for a complex and changing global environment. These capabilities address how MNCs might both create new HR practices in response to local environments and integrate existing HR practices from other parts of the firm (affiliates, regional headquarters, and global headquarters). In an effort to understand the nature of such capabilities, we discuss aspects of human capital, social capital, and organizational capital that might be linked to their development. Page

Transformation without Paternalism

Human development is meant to be transformational in that it aims to improve people's lives by enhancing their capabilities. But who does it target: people as they are or the people they will become? This paper argues that the human development approach relies on an understanding of personal identity as dynamic rather than as static collections of preferences, and that this distinguishes human development from conventional approaches to development. Nevertheless, this dynamic understanding of personal identity is presently poorly conceptualized and this has implications for development practice. We identify a danger of paternalism and propose institutionalizing two procedural principles as side constraints on development policies and projects: the principle of free prior informed consent and the principle of democratic development

(WP 2016-01) Transformation without Paternalism

Human development is meant to be transformational in that it aims to improve people’s lives by enhancing their capabilities. But who does it target: people as they are or the people they will become? This paper argues that the human development approach relies on an understanding of personal identity as dynamic rather than as static collections of preferences, and that this distinguishes human development from conventional approaches to development. Nevertheless this dynamic understanding of personal identity is presently poorly conceptualized and this has implications for development practice. We identify a danger of paternalism and propose institutionalizing two procedural principles as side constraints on development policies and projects: the principle of free prior informed consent, and the principle of democratic development

Developing interaction capabilities of small export suppliers in term of export involvement

Purpose of the paper and literature addressed: The purpose of this paper is to empirically investigate the developing interaction capabilities of small export suppliers in term of export involvement and how they influence their relationships with importers. Prior studies in the business to business marketing (Johnsen and Ford, 2006) and in the international marketing (Lages et al., 2009 and Pagano, 2009) have explored that relational capabilities are important, which influence the positions and strategies of international firms within their network. However, there has been lack of empirical research in the area of developing relational capabilities of small export suppliers in term of export involvement and their influence on relationships with importers. Research Method: It has investigated developing interaction capabilities within 10 small export suppliers in Turkey regarding export involvement. It is purposed to contribute to the knowledge of relational capabilities from international relationship perspective. Research Findings: The research findings have revealed that the level of export involvement with importer much depends upon the interaction capabilities held by small export suppliers. Developing interaction capabilities draw importers’ attention and provide opportunities to small export suppliers for being nominated and offered a better positioning in importers’ networks. Main Contribution: The paper contributes to the knowledge of interaction capabilities from an international perspective, export involvement of small export suppliers in particular. In addition, the paper suggests how small export suppliers can increase the level of export involvement by developing interaction capabilities through the enhancement of relationships with importers. The theoretical contribution will be the specific interaction capabilities, which are significant in export involvement stages, controlled by small export suppliers