Exploring A Strategic Links between Absorptive Capacity, Supply Chain Agility, It Capability and the Organizational Performance of Indonesian Manufacturing Firms

The present research attempts to discover this supply chain management as an important issue of strategic management research. This study particularly examines two important IT capabilities which are expected to have influence on firm performance, these capabilities are 1) IT assimilation, the ability to synchronize and diffuse the applications of information technology under business structure, and 2) flexible IT infrastructure, a well-developed and carefully planned technological foundation which provides basis for present as well as future applications to be developed. Based on the dynamic capability’s perspective and the view of a hierarchy of capabilities, the prime objective of the currents study is investigating the direct relationship between absorptive capacity, supply chain agility, IT capability and organizational performance in the Indonesian manufacturing firms. In addition to that the mediating effect of absorptive capacity and supply chain agility is also examined. Employing the survey-based methodology, the SEM-PLS technique is used to test the hypothesized relationships. So, current study has used SEM-PLS as statistical tool to answer the research questions raised in this study and research objectives envisaged in the current study. The findings of the study have provided support to the theoretical foundation and proposed hypothesis of the current study. Current study will be helpful for policymakers and practitioners in understanding the issues related to supply chain agility, IT capability, absorptive capacity and the firm performance. In author knowledge this is among very few pioneering studies on this issue

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

Understanding and managing the manage processes

This paper discusses understanding and managing the manage processes. It was presented at the conference of the Performance Measurement Association in 2004

Resilience Capacity and Strategic Agility: Prerequisites for Thriving in a Dynamic Environment

organizational resilience, strategic agility, competitive dynamics

Organizational speed as a dynamic capability: Toward a holistic perspective

Current research on organizational speed has been disjointed, which has left organizational speed as an underdeveloped area of study. In this essay, we expand the view of organizational speed as a multidimensional gestalt-like construct that may influence firm performance and competitive advantage. We offer a capability-based definition of organizational speed and identify and review the building blocks of organizational speed. We propose new avenues and questions for future research based on our perspective

Buyer-supplier partnership in agile supply chains: A conceptual view

The purpose of this paper focuses on achieving agility within the supply chain and seeks to examine the impact of developing an integrated buyer-supplier partnership on achieving agility. It also aims to investigate the moderating role played by information sharing and technology in achieving such a goal. Supply chain management and agility have both been received great attention in recent years. In a highly dynamic and complex business market place the customer is demanding more choice and companies need to possess the means to rapidly adjust to market changes in order to satisfy its customers in an effective manner. Agility has been introduced to the supply chain context to enable companies to face the business environmental changes and deal with them effectively. The methodological approach used in this paper is an analysis and critique to the existing literature, as an initial step for developing the empirical study for the paper

HRM and Performance: What’s Next?

The last decade of empirical research on the added value of human resource management (HRM), also known as the HRM and Performance debate, demonstrates evidence that ‘HRM does matter’ (Huselid, 1995; Guest, Michie, Conway and Sheehan, 2003; Wright, Gardner and Moynihan, 2003). Unfortunately, the relationships are often (statistically) weak and the results ambiguous. This paper reviews and attempts to extend the theoretical and methodological issues in the HRM and performance debate. Our aim is to build an agenda for future research in this area. After a brief overview of achievements to date, we proceed with the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance and what is the nature of the link between these two. In the final section, we make a plea for research designs starting from a multidimensional concept of performance, including the perceptions of employees, and building on the premise of HRM systems as an enabling device for a whole range of strategic options. This implies a reversal of the Strategy-HRM linkage

Execution: the Critical “What’s Next?” in Strategic Human Resource Management

The Human Resource Planning Society’s 1999 State of the Art/Practice (SOTA/P) study was conducted by a virtual team of researchers who interviewed and surveyed 232 human resource and line executives, consultants, and academics worldwide. Looking three to five years ahead, the study probed four basic topics: (1) major emerging trends in external environments, (2) essential organizational capabilities, (3) critical people issues, and (4) the evolving role of the human resource function. This article briefly reports some of the study’s major findings, along with an implied action agenda – the “gotta do’s for the leading edge. Cutting through the complexity, the general tone is one of urgency emanating from the intersection of several underlying themes: the increasing fierceness of competition, the rapid and unrelenting pace of change, the imperatives of marketplace and thus organizational agility, and the corresponding need to buck prevailing trends by attracting and, especially, retaining and capturing the commitment of world-class talent. While it all adds up to a golden opportunity for human resource functions, there is a clear need to get to get on with it – to get better, faster, and smarter – or run the risk of being left in the proverbial dust. Execute or be executed

From big data to big performance – exploring the potential of big data for enhancing public organizations’ performance : a systematic literature review

This article examines the possibilities for increasing organizational performance in the public sector using Big Data by conducting a systematic literature review. It includes the results of 36 scientific articles published between January 2012 and July 2019. The results show a tendency to explain the relationship between big data and organizational performance through the Resource-Based View of the Firm or the Dynamic Capabilities View, arguing that perfor-mance improvement in an organization stems from unique capabilities. In addition, the results show that Big Data performance improvement is influenced by better organizational decision making. Finally, it identifies three dimensions that seem to play a role in this process: the human dimension, the organizational dimension, and the data dimension. From these findings, implications for both practice and theory are derived

HRM and Performance: What’s Next?

The last decade of empirical research on the added value of human resource management (HRM), also known as the HRM and Performance debate, demonstrates evidence that ‘HRM does matter’ (Huselid, 1995; Guest, Michie, Conway and Sheehan, 2003; Wright, Gardner and Moynihan, 2003). Unfortunately, the relationships are often (statistically) weak and the results ambiguous. This paper reviews and attempts to extend the theoretical and methodological issues in the HRM and performance debate. Our aim is to build an agenda for future research in this area. After a brief overview of achievements to date, we proceed with the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance and what is the nature of the link between these two. In the final section, we make a plea for research designs starting from a multidimensional concept of performance, including the perceptions of employees, and building on the premise of HRM systems as an enabling device for a whole range of strategic options. This implies a reversal of the Strategy-HRM linkage