Managing digital business platforms: A continued exercise in balancing renewal and refinement

Central to the evolution of a digital business platform is the organization’s ability to balance exploration (renewal) and exploitation (refinement) simultaneously. Drawing on prior research—including digital platforms, contradictory tensions, and organizational ambidexterity—and our own experience investigating digital business platforms in organizations, this article provides insights into how executives can manage this evolution successfully. More specifically, we present a framework recognizing three pairs of organizational capabilities (i.e., identifying-nourishing, expanding-legitimating, and augmenting-embedding) that enable balancing renewal and refinement of the platform over time. We close by providing critical managerial practices that executives can use in anticipating, adjusting, and evaluating the evolution of a digital business platform over time, including its initiation, development, and growth.     

Agility,adaptability, and alignment: new capabilities for PSM in a post-pandemic world

Purchasing and Supply Management (PSM) was overwhelmed by a perfect storm during the Covid-19 emergency, in both the public and private sectors. Many organizations were caught unprepared, and it became evident that they did not have the capabilities needed to quickly react and respond to changes caused by the pandemic. This poses the questions of where and how PSM systems should evolve to better contribute to organizational responsiveness to crisis events in the future. In this Editorial, which introduces the “PSM learning from the pandemic: transforming for better crisis management” Notes and Debates special issue, the six contributions included in this issue are discussed. We relate the evidence included in the contribution to three critical capabilities of supply chains in the post-Covid-19 business environment – agility, adaptability, and alignment – and, in this editorial, we discuss how they can be conceptualized from a PSM perspective. From a theoretical perspective, we provide a starting point for future studies that want to focus on how these capabilities can be deployed in PSM, and how they impact the supply network design. From a managerial perspective, these definitions provide preliminary points of discussion on what organizations can do to enhance these capabilities in the future.     

The role of corrosive internalisation and denial of responsibility in stabilising inequality in South Africa

ABSTRACT

This paper examines how capabilities inequality is stabilised through its consequences on those at both ends of the distribution. It outlines the development of the balance model, which is argued to help highlight these consequences. Specifically, how adverse environments associated with lack of access to resources and poor treatment can lead to internal consequences which further corrode capabilities. At the same time, denial of this corrosion or its importance is critical for those who benefit from the inequality. To avoid moral constraints being triggered it is important, necessary even, for them to see those who suffer as outside of their moral universe, or their suffering to be in no way associated with their advantage. Corrosion and denial work to stabilise the system. For those in the middle of the distribution, they may work to do so in combination. Appreciating these internalised consequences is key to addressing inequality in South Africa.     

Market drivers of sustainability and sustainability learning capabilities: The moderating role of sustainability control systems

This study examines (i) the impact of market drivers of sustainability on the adoption of sustainability learning capabilities and (ii) the moderating role of sustainability control systems (SCS) on the relationship between market drivers of sustainability and sustainability learning capabilities. Drawing on the levers of control framework, stakeholder theory and organisational learning literature, survey data were collected from 175 large scale local and multinational companies operating in Sri Lanka. Findings reveal that market drivers of sustainability have a significant positive impact on sustainability learning capabilities. Whereas the interactive use of SCS shows a positive moderating impact, the diagnostic use of SCS shows a negative impact. The study enhances our understanding of (i) the influence of market drivers of sustainability on the adoption of sustainability learning capabilities and (ii) the use of SCS in enabling sustainability learning capabilities. The study reveals novel insights for managers responding to changing market drivers of sustainability, on how to (re)align different uses of SCS to enable sustainability learning capabilities.     

Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation

Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing for innovation (i.e., leadership ambidexterity) and incorporate big data with predictive analytics. In this vein, understanding how HR executives can create better solutions around this problem remains sparse. Specifically, what frameworks can HR executives apply to identify potential alignment failures in leadership succession planning in light of newer emerging markets? What internal decision-making traps need to be recognized? Finally, what specific forms of data and evidence must test these plans for relevance and recharge and renew the talent-to-strategy pipeline? In this article, we examine these questions by reviewing the gaps in the literature and identifying through our four-step model how organizations can incorporate ambidexterity-building as a leadership succession planning practice.     

Is there a profit premium for market-oriented firms? A panel data investigation

ABSTRACT

This paper provides an empirical investigation of the impact of market orientation on firms' economic performance during the period 1998–2012 using a panel of Italian manufacturing firms. We introduce a dynamic concept of market orientation, in that we define a market-oriented firm as one that persistently undertakes product and marketing innovation, while at the same time introducing organizational changes and training efforts to manage and improve its knowledge assets over the long term. This notion of market orientation is therefore crucially related to the so-called dynamic capability approach. The related empirical model shows that being a market-oriented firm significantly affects profitability, in a framework in which this latter is simultaneously estimated with productivity, thus allowing for more precise estimates of the profit premium which is earned accordingly.     

A capabilities perspective on the joint effects of internationalization time,speed, geographic scope and managers’ competencies on SME survival

This study examines the effect of key internationalization contingencies on SME survival. We argue early internationalization increases the probability of firm failure, while international experience reduces it. However, the survival odds among international new ventures may be improved by their post-entry international expansion scope and speed, and by managers’ competencies. These internationalization facets provide firms with opportunities to develop and exploit their resources and capabilities, and thus enhance their survival chances. Drawing on a sample of 271 manufacturers followed between 2005 and 2014, we find results that provide support to most of our arguments, and hold theoretical and managerial relevance.     

Microfoundations of companies' dynamic capabilities for environmentally sustainable innovation: Case study insights from high‐tech innovation in science‐based companies

To achieve sustainable development, companies are increasingly putting an emphasis on the creation and the promotion of environmentally sustainable innovations. Environmentally sustainable innovation often involves a significant shift in a new strategic direction. This paper studies this shift from a dynamic capabilities perspective and aims to identify the microfoundations of science‐based companies' dynamic capabilities for high‐tech environmentally sustainable innovations. It investigates the development of high‐tech environmentally sustainable innovations in two distinctive science‐based companies. To scholars, this study provides an in‐depth process analysis, over time, of how and why microfoundations of dynamic capabilities influence the development of a science‐based company's high‐tech environmentally sustainable innovations. To practitioners in science‐based firms, this process study can function as a frame of reference, enabling the tailoring of a strategy for high‐tech environmentally sustainable innovation.     

New ventures in Cleantech: Opportunities,capabilities and innovation outcomes

Facing the challenge of climate change, innovations that imply environmental benefits create business opportunities for entrepreneurs. This paper analyzes innovation capabilities of startups in Cleantech and how the innovation outcomes of those startups develop over time. Based on the Mannheim Foundation Panel and applying propensity score matching, a cohort of 567 Cleantech startups is analyzed and compared with a control cohort of non‐Cleantech startups. We find that startups in Cleantech have, on average, higher technological capabilities compared with all other startups. Our econometric evidence shows that Cleantech startups are more likely to combine existing technology in a novel way. Finally, we find that Cleantech startups develop more market novelties in subsequent years when compared with their control group peers.