共查询到20条相似文献，搜索用时 15 毫秒
1.
William Q. Judge Irina Naoumova Thomas Douglas 《International Journal of Human Resource Management》2013,24(8):1737-1752
This study explored some human resource and human systems' aspects of the competitive dynamics for firms attempting to survive and prosper within Russia, a highly volatile transition economy. Overall, this study adds to our understanding of international strategic human resource management, dynamic capabilities, and the generation of competitive advantage within transition economies. We found that a relatively new construct derived from the dynamic capabilities and organizational change literatures, known as ‘organizational capacity for change,’ is positively associated with firm performance within a wide variety of Russian firms. Furthermore, we find that the relationship between organizational capacity for change and firm performance is stronger when there are relatively high levels of uncertainty with the task environment. Finally, we found that organizational capacity for change is an important attribute in all sizes of organizations, not just for large organizations as hypothesized. 相似文献
2.
Adam J. Bock Tore Opsahl Gerard George David M. Gann 《Journal of Management Studies》2012,49(2):279-305
This study uses responses from 107 multinational firms to reveal CEO perceptions of the drivers of strategic flexibility during business model innovation. While the positive effect of creative culture is confirmed, partner reliance reduces strategic flexibility during business model innovation. Further, structural change is disaggregated into efforts that either focus managerial attention on core activities or reconfigure existing activities. CEOs perceive that structural flexibility requires structural simplification while retaining control of non‐core functions. We find that the relative magnitude of business model innovation effort moderates the effect of reconfiguration on strategic flexibility. The implications for theories of organizational design and dynamic capabilities are discussed. 相似文献
3.
Khalid Mehmood;Pradeep Kautish;Sachin Kumar Mangla;Ahsan Ali;Yigit Kazancoglu; 《Business Strategy and the Environment》2024,33(5):4175-4197
The pursuit of net-zero economy goals and government emphasis on sustainable performance has compelled numerous firms to focus on sustainable production through the adoption of net-zero economy-based green innovation. The digital transformation of manufacturing systems and supply chains, supported by the utilization of big data and the adoption of net-zero economy-oriented lean practices in the presence of net-zero economy-based green practices, can converge to enhance net-zero economy-based green innovation in manufacturing firms. This convergence leads to an improvement in green competitive advantage and net zero-based green performance. To examine the aforementioned linkages using a framework based on the dynamic capabilities view paradigm, a time-lagged design was employed to collect data from 594 manufacturing firms. The empirical findings indicate that big data analytics capabilities and net-zero economy-oriented lean practices of firms significantly influence net-zero economy-based green innovation. Green organizational identity strengthens the effect of net zero-based green innovation on green competitive advantage and net zero-based green performance. 相似文献
4.
In this article, we use Snell & Morris' (2021) new HR ecosystem framework to empirically examine strategic fit and alignment tensions for knowledge-intensive organizations and professional knowledge workers. Rich data were collected through in-depth interviews with 75 members of faculty engaged in knowledge-intensive work for Business and Management Schools (B&M), and the analysis of strategy documents. The application of the framework enables us to contribute to dynamic capabilities theory and SHRM in four ways. Firstly, drawing on the findings, we propose an adapted HR Ecosystem framework for analyzing knowledge-intensive organizations, which incorporates tensions across the four subsystems of an HR ecosystem (strategy, capabilities, composition, and cultures). These tensions are shaped by interactions within and between levels (meso, macro and micro) and ecosystems. Secondly, our findings underscore the need for knowledge-intensive organizations to engage with a plurality of collaborative and competing internal and external stakeholder interests, including those of knowledge workers who constitute key organizational stakeholders. Thirdly, our analysis shows how the views and behaviors of internal organizational stakeholders are affected by ecosystem dynamics within and beyond the physical boundaries of an organization. Fourthly, we reveal how conflicting organizational cultures connect with other HR ecosystem subsystems to constrain collegialism and cohesion. By evidencing how knowledge-intensive organizations are in a constant flux of alignment and misalignment, the article demonstrates the value of the HR ecosystem framework in examining and informing SHRM in organizations in other industries. 相似文献
5.
由于当今组织环境的不确定性,企业必须培育战略性人力资源动态能力,以增强组织动态适应性,建立持久竞争优势。战略性人力资源动态能力的提升是通过人力资源管理实践创新实现的。 相似文献
6.
Stefan Jooss;David G. Collings;John McMackin;Michael Dickmann; 《人力资源管理》2024,63(1):141-157
Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the link between talent management and strategic agility. Through a qualitative research design, encompassing 34 interviews in 15 organizations, we explicate a skills-matching perspective on talent management, including initial and dynamic skills-matching in external and internal labor markets. Through this process, organizations can build a set of dynamic capabilities, underlying two meta-capabilities, strategic sensitivity and resource fluidity, which enable strategic agility. In doing so, we portray skills-matching as an illustration of a processual view on talent management and create a model of developing strategic agility through skills-matching, responsive to external and internal demands. 相似文献
7.
将战略投资价值分为内在价值和战略柔性价值,结合战略投资特点对传统二叉树模型进行修正,结合实例分析了推迟柔性和放弃柔性的价值;并从模型参数设定、成本波动率、竞争因素、策略次优执行以及企业对战略投资的内部管理程序等方面分析了影响战略柔性价值的因素,并得出结论:修正的二叉树模型是企业管理战略投资和战略柔性价值的有用工具。 相似文献
8.
目前,国内外关于动态能力的界定和维度划分问题仍然存在分歧。本文在已有研究的基础上,将动态能力划分为机会与威胁的感知能力、资源的整合能力、资源的重构能力和创新能力四个维度,即企业通过对内外部环境进行感知,找出这些变化对企业带来的机会与威胁,通过对资源进行整合、重构和创新来获得并维持竞争优势。最后,运用理论驱动型案例法,以海尔为典型案例,探讨了动态能力的四个维度对企业获得持续性竞争优势的影响机制。 相似文献
9.
The supply chain management literature has investigated myriad barriers to implementing green supply chain management (GSCM). However, little research has analyzed the role of capabilities to mitigate such barriers, a research gap we address in this study using an inductive research approach. Following a Straussian approach to grounded theory, the study analyzes data generated from ten Western green‐tech companies sourcing technically indispensable rare earth metals from Chinese suppliers. Our interpretive research findings show that these companies face two categories of salient, external barriers to GSCM–supply chain structure‐related and environmental standards‐related implementation barriers. To cope with these barriers, we argue that firms require three categories of dynamic capabilities: sensing capabilities, alignment capabilities, and resilience capabilities. By connecting our research findings with the dynamic capabilities literature, we derive theoretical propositions to guide further research on studying the role of dynamic capabilities in the implementation of GSCM. 相似文献
10.
Thomas Biedenbach 《Project Management Journal》2011,42(2):63-80
The purpose of this article is to investigate how organizations organize the early phases of research and development (R&D) projects in the pharmaceutical industry to achieve frequent innovation. The investigation was designed as a qualitative multiple case study. The analysis identified a standardized projectification of the preproject phases, leading to certain conflicts, such as a severe tension between dynamic, project, and multiproject capabilities, which hamper frequent innovation. Optimizing combinative capabilities to balance the capabilities triumvirate can provide powerful leverage and boost frequent innovation. 相似文献
11.
Naresh Khatri Alok Baveja Narendra M. Agrawal Gordon D. Brown 《International Journal of Human Resource Management》2013,24(15):2889-2909
The main premise of this article is that human resources (HR) and information technologies (IT) are central rather than support functions in knowledge-intensive services. By building management capabilities in both HR and IT, knowledge-intensive services can transform their business processes that, in turn, enable them to provide exemplary services to the customers. Our arguments are grounded in the three related theoretical frameworks of the resource-based view, organizational capabilities, and the theory of complementarities. We suggest that the research and practice in HR and IT fields may have to focus on HR and IT capabilities rather than HR practices or IT investments as the sources of sustainable competitive advantage since capabilities better fit the definition of a ‘resource’ than HR practices or IT investments. Further, organizational capabilities in both HR and IT may enable knowledge-intensive services to transcend the inherent tradeoff between cost and responsiveness. We also discuss the role of HR and IT in knowledge management. 相似文献
12.
Nicolas Chevrollier;Johannes W. F. C. van Lieshout;Aikaterini Argyrou;Johannes Amelink; 《Business Strategy and the Environment》2024,33(2):968-984
This article aims to identify the micro-foundations of dynamic capabilities that underpin a strategic orientation for sustainability performance in order to reduce carbon emissions. These micro-foundations are examined in relation to two types of strategic orientation for sustainability performance: instrumental and stewardship. A qualitative research design is used to investigate four Dutch stock-listed companies with either an instrumental or a stewardship strategic orientation. The research shows that certain micro-foundations of dynamic capabilities achieve carbon emission reductions. Sensing, through measuring carbon emissions, supports a transparent raising of awareness on this issue. Seizing is based on a collaborative and carbon-driven capturing of value enabled by clear financial incentives linked to reducing carbon emissions. Transforming is supported by an ambidextrous organizational structure and the active diffusion of knowledge concerning carbon emission reduction. Top management can deliver a significant impulse to achieve the desired level of influence related to carbon emission reduction. Our analysis reveals five dimensions (level of influence, level of transparency, level of responsibility, logic of value creation, and logic of embeddedness) that explain the relation between a strategic orientation for sustainability performance and the associated sustainable performance achieved in carbon emission reduction. 相似文献
13.
Stav Fainshmidt Lucas Wenger Amir Pezeshkan Mark R. Mallon 《Journal of Management Studies》2019,56(4):758-787
Recent studies suggest the relationship between dynamic capabilities and competitive advantage may be jointly affected by organizational and environmental factors. We enrich this nascent perspective by developing a configurational theoretical framework – underpinned by the mechanism of strategic fit – wherein dynamic capabilities lead to a competitive advantage when they support a strategic orientation appropriate for the levels of dynamism and munificence in the environment. Results of a fuzzy‐set Qualitative Comparative Analysis using primary data show that dynamic capabilities lead to a competitive advantage in dynamic, munificent environments by enabling the combination of differentiation and low‐cost orientations. In stable, non‐munificent environments, dynamic capabilities are effective in support of a low‐cost orientation. The central insight of this study is that the relationship between dynamic capabilities and competitive advantage is contingent upon the strategic fit between organizational and environmental factors, contributing to a more rigorous and configurational dynamic capabilities view. 相似文献
14.
Fadi Alkaraan;Mahmoud Elmarzouky;Khaled Hussainey;V. G. Venkatesh;Yangyan Shi;Nadia Gulko; 《Business Strategy and the Environment》2024,33(4):3588-3606
The study explores the influence of contextual factors surrounding production planning and green strategic investment decision-making practices (GSIDMP) in UK companies. We utilize a mixed-method approach as a research methodology to study the current trend of production planning and GSIDMP. This study's conceptual model is rooted conspicuously in the resource-based theory (RBT), natural-resource-based view, and dynamic capabilities. We empirically examine the nexus among GSIDMP, technological innovation, dynamic capability, and companies' performance. Our study was based on a sample selected from UK-listed companies, FTSE ALL-Share Index for the period (2012–2021). Also, the study utilizes data from the UK Innovation Survey (2018–2020) and corporate disclosure through companies' annual reports as a complementary approach for data collection. Findings of this study explore the interdependencies among company dynamic capability, advanced technological innovation and governance mechanisms, and their mediation influence on the nexus between GSIDMP and companies' performance. This study sheds lights on current business innovation strategies. Findings reveal how current practices of production planning and GSIDM in large UK companies shaped by boardrooms absorptive and adaptive capabilities, knowledge-generating and knowledge-collaboration capabilities, technological adoption, and corporate governance mechanisms. This study offers insight regarding boardrooms proactive engagement in exploration and exploitation activities to strengthen ambidexterity through various innovation trajectories associated with green production and GSIDMP towards sustainability. We provide managerial implications for decision-makers, regulators, investors, scholars, and other stakeholders. 相似文献
15.
Oscar F. Bustinza Ferran Vendrell-Herrero MªNieves Perez-Arostegui Glenn Parry 《International Journal of Human Resource Management》2019,30(8):1370-1392
AbstractPrevious research has defined resilience as a desirable characteristic for an organization and its members to possess when circumstances adversely change. Resilience is analysed through different perspectives as organizational responses to external threats, organizational reliability or employee strengths. However, the role of resilience in enhancing organizational effectiveness is not fully understood. Grounded in organizational ambidexterity, the current research tests the value of resilience capabilities developed through specific Human Resource Practices (HRPs) in the context of ever-changing market conditions. This paper argues that as well as technological capabilities, HRPs that build resilience within an organization are needed to successfully implement technological change. Resilience capabilities are a mediating factor between technological capabilities and organizational effectiveness, whilst environment dynamism and competitive intensity are moderators of this relationship. Using a primary sample of 205 manufacturing firms, a model is presented and tested using Structural Equation Modelling. The results reinforce the importance of HRPs in building resilience which helps firms to continuously adjust to change and subsequently enhance their organizational effectiveness. 相似文献
16.
17.
本文就如何选材及少儿短道速滑训练中平衡支撑能力、力量、柔韧性的训练方面做以详细的阐述。 相似文献
18.
19.
Eleni Apospori Irene Nikandrou Chris Brewster Nancy Papalexandris 《International Journal of Human Resource Management》2013,24(7):1187-1207
This article aims to extend understanding of the firm-level impact of strategic HR practices on organizational performance. Adopting a contingency approach, it develops a structural model that considers direct and indirect influences of market growth, business strategy formalization and HRM centrality and practices on organizational performance in Europe. The study uses a comparative approach, revealing differences between northern and southern Europe. Clear differences appeared between the two clusters in the HR policies and practices correlated with higher performance, thus indicating that the link between HRM and performance may be different in different geographies. 相似文献
20.
Alexandra Budjanovcanin 《International Journal of Human Resource Management》2018,29(22):3136-3155
AbstractIntegral to employees’ working lives are the HR policies and more importantly, the practices that follow those and their implementation, which employees experience directly. To date, research on HR implementation considers how HRM is ‘done to’ employees by management and therefore ignores the agency of individuals to shape how HRM is ‘done to them’. Taking the perspective of employees, in a qualitative study of female lawyers, this paper examines employees’ roles in shaping HR implementation, addressing a lack of understanding about the role of ‘others’ in the process. Drawing on the concept of social power, the article focuses on the implementation of agile working practices within UK-based law firms. It finds that despite lacking legitimate position power to influence processes, employees draw on a variety of other power sources (e.g. referent, information, coercive) and tactics (e.g. leveraging membership of professional networks) in order to influence their working environment with respect to HR policy and practice, particularly in response to perceived implementation gaps. The current study underlines that employees may be integral to bridging the gap between policy and practice and therefore to ensuring the link between HRM and organisational performance. It also proposes that behavioural responses to HR practices should be considered in future theorising of the HRM-performance relationship. 相似文献