Is there a global model of learning organizations? An empirical, cross-nation study

This paper develops and tests a learning organization model derived from HRM and dynamic capability literatures in order to ascertain the model’s applicability across divergent global contexts. We define a learning organization as one capable of achieving on-going strategic renewal, arguing based on dynamic capability theory that the model has three necessary antecedents: HRM focus, developmental orientation and customer-facing remit. Drawing on a sample comprising nearly 6000 organizations across 15 countries, we show that learning organizations exhibit higher performance than their less learning-inclined counterparts. We also demonstrate that innovation fully mediates the relationship between our conceptualization of the learning organization and organizational performance in 11 of the 15 countries we examined. It is the first time in our knowledge that these questions have been tested in a major, cross- global study, and our work contributes to both HRM and dynamic capability literatures, especially where the focus is the applicability of best practice parameters across national boundaries

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

Operations capability, productivity and business performance: the moderating effect of environmental dynamism

Purpose – The purpose of this study is to investigate the relationships between operations capability, productivity and business performance in the context of environmental dynamism. Design/methodology/approach – A proposed conceptual framework grounded in the resourcebased view (RBV) and dynamic capability view (DCV) is analysed using archival data from 193 automakers in the UK. Findings – The results show that operations capability, as an important dynamic capability, has a significant positive effect on productivity, which in turn leads to improved business performance. The results also suggest that productivity fully mediates the relationship between operations capability and business performance, and that environmental dynamism significantly moderates the relationship between operations capability and productivity. Practical implications – The research findings provide practical insights that will help managers develop operations capability to gain greater productivity and business performance in a dynamic environment

The concept of dynamic capability for managing technology and change

There are numerous conceptual and empirical studies on the topic of dynamic capability where most of them were demonstrated to address the innovation and technological-related issues. However, there are still many issues surrounding the concept that need further clarification. To explicitly understand how dynamic capability can benefit technology management, this paper reviews the fundamental of dynamic capability concept, the issues surrounding the topics under discussion, and its relevance for managing technology and change. By doing so, the link between dynamic capability and technology management can be clarified. This review paper should benefit both the academicians and students who interested in management of technology and change with the concept of dynamic capability

Iconic product advantage for improving marketing performance of Indonesian small and medium enterprises

Purpose: To examine the role of iconic product advantage to improve marketing performance. Design/Methodology/Approach: This study uses primary data obtained from interviews based on a list of questions to 103 respondents of Salted Egg SMEs in Brebes Regency, Central Java Province, Indonesia. Findings: All hypotheses are accepted, market orientation influences iconic product advantage, product innovation influences iconic product advantage, dynamic capability influences iconic product advantage, iconic product advantage influences marketing performance. Practical Implications: There is no research that examines the market orientation of marketing performance that is bridged by the iconic product advantage. This research proves that the iconic product advantage bridges the market orientation with the marketing performance of Brebes Salted Egg SMEs that is supported by product innovation and dynamic capability. Originality/Value: Iconic product advantage is novelty in this study. Iconic product advantage is the superiority of the company by making products that become icons or symbols that serve as a reminder for consumers with the symbols contained in the product.peer-reviewe

MENGENAL LEBIH DALAM APA ITU KAPABILITAS DINAMIK

Dynamic capability is an idea initiated by Teece in 1997 based on the result of discussions with his students in the MBA Program at Stanford and Berkeley. Dynamic capability has been discussed for more than 20 years but dynamic capability has not been a popular study until now. Dynamic capability articles written by several experts are usually presented in terms and languages that are difficult for readers to understand. Some experts even asked and criticized the concept of dynamic capabilitiy. Whatever, dynamic capability can be carried out by a companiy as a way to have a competitive advantage. Company must take three steps according to Teece (2009), namely, sense, seize opportunities, and reconfigure company knowledge, competencies, and resources

A Bibliometric Review on Dynamic Capability

Dynamic capability is an organization’s ability to integrate, build, and rearrange its internal and external competencies to face the rapidly changing environment. The objectives of dynamic capabilities consist of (1) the capacity to sense and form opportunities and threats (sensing); (2) capacity to seize existing opportunities (seizing); and (3) the capacity to maintain competitiveness through upgrading, merging, protecting, and reconfiguring business assets, both tangible and intangible. This study aims to determine the development of dynamic capability research trends published by leading Scopus-based journals. The data analyzed consisted of 1194 indexed research publications from 2012 until 2021. The data is then processed and analyzed using the VoS viewer application to determine the bibliometric map of dynamic capability research development. There are several definitions of dynamic capability and implications for the firm environment. Keywords: dynamic capability, bibliometric, Vos viewer, business environment, scientometri