A Measurement Model of Operational Capabilities in Application Software Firms

Lee, Keonhyeong

doi:10.5539/ijbm.v10n12p89

Cited by 4 publications

(4 citation statements)

References 78 publications

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“…Internal KM process describes the generation of new knowledge inside the firms, and external KM process indicates the generation of new knowledge from external sources. Moreover, according to the concept of dynamic capability in KM, internal and external KM processes may interact with each other to enhance KM process capability for reaching maximal benefits (Motta E, 2013;Tseng and Lee, 2014;Lee, 2015).…”

Section: Introductionmentioning

confidence: 99%

Open innovation based knowledge management implementation: a mediating role of knowledge management design

2018

JKM

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Purpose Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an open innovation (OI)-driven KM implementation for effectively executing the support. Design/methodology/approach KM is important for supporting organizational innovation. OI plays a critical determinant role in defining the design of KM for effectively supporting OI. Further, the final goal of KM is to reach the success of OI-based KM implementation. A model is thus proposed for connecting OI as a driver to a design of KM and, in turn, KM implementation. Survey is conducted to collect data. Partial least squares is used for analysis. Findings The three processes of OI partially present significant impact on the design of KM process and, in turn, a noticeable achievement of KM implementation. The two KM processes indicate an interaction effect for reinforcement mutually. The findings provide rich evidence into the argument that OI-based KM implementation through the mediator of the design of KM process is important for a successful KM in organizations. Practical/implications While OI is a phenomenon that has increasingly become critical for the contemporary business, the design of KM mechanism needs to be adapted from the choice of OI process for guaranteeing the success of KM implementation. Originality/value Extant theories did not provide such an approach to develop an effective KM implementation in terms of the important management concept, OI, in organizations. This model empirically demonstrates its capability to work on this issue.

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Section: Introductionmentioning

confidence: 99%

Open innovation based knowledge management implementation: a mediating role of knowledge management design

2018

JKM

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“…Responden cenderung memberikan penilaian yang lebih tinggi terhadap kapabilitas operasional, khususnya dalam konteks kerjasama operasional, yang menempatkan fokus pada ketersediaan sistem informasi (ERP) dan penerapan SOP operasional yang efektif. Senada dengan Coltman dan Devinney (2013) serta Lee (2015) Mereka berpendapat bahwa melibatkan aspek-aspek ini dapat menghasilkan peningkatan yang substansial dalam kinerja perusahaan. Satu aspek penting yang muncul dari hasil survei adalah bahwa pelaksanaan SOP dan integrasi sistem informasi tidak hanya memengaruhi proses produksi, tetapi juga mendukung operasi pendukung di berbagai departemen perusahaan farmasi.…”

Section: Gambar 2 Model Hirarki Keputusanunclassified

“…Kemampuan perusahaan dalam pengelolaan fungsional operasional ini diharapkan akan membawa kepada kinerja perusahaan yang lebih baik. Kapabilitas operasional mulai dari kapabilitas pengorganisasian, kapabilitas pengelolaan dan kapabilitas teknis (Lee, 2015), merupakan agregat dari kapabilitas-kapabilitas fungsional di perusahaan.…”

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Prioritas Kapabilitas Dinamis vs Operasional Atas Kinerja Perusahaan Dengan Grey-Ahp

Rochman,

Maharani

2024

SCI TECH ED MATH

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The operational capabilities of a company represent its routine and ordinary activities undertaken to sustain and generate performance. In the manufacturing sector, particularly in pharmaceuticals, there is a greater demand for higher operational capabilities compared to other manufacturing sectors due to the relevance to human health. The pivotal role of dynamic capabilities is purported to significantly impact the enhancement of operational capabilities, both directly and indirectly affecting company performance. This research proposal aims to investigate how dynamic capabilities influence company capabilities and performance, particularly in the pharmaceutical manufacturing industry in the Greater Bandung area. The study employs the Grey-Analytical Hierarchy Process (Grey-AHP) method to analyze the impact of dynamic capabilities (Sensing, Seizing, and Reconfiguring) on company performance in the pharmaceutical industry of the Greater Bandung area. Surveys were conducted among respondents from the pharmaceutical industry, revealing that, although dynamic capabilities received a lower ranking compared to operational capabilities, the integration of the Grey-AHP method provides profound insights into their relative influence. Findings indicate that a focus on operational capabilities, particularly through Standard Operating Procedures (SOP) and information systems, remains crucial, but dynamic capabilities should not be entirely disregarded to confront market uncertainties and ensure the sustainability of the dynamic pharmaceutical industry

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“…Operational capabilities are the visible outcome of dynamic capability and are capable of affecting performance measures seeing as these capabilities govern the operational functioning of a firm (Easterby-Smith and Prieto, 2008). For this study, structural capability is investigated in the relevant of dynamic capability given that organizational capability is one of core issues in dynamic capabilities and structural (peoplebased) capability is the subset of organizational capabilities (Bredin, 2008) which is indistinguishable due to embodied routines (Teece et al, 1997;Lee, 2015). Helfat and Peteraf (2003) implied that a capability, whether operational or dynamic is the ability to perform a particular task or activity.…”

Section: Dynamic Capability Theorymentioning

confidence: 99%

An Integrative Theoretical Framework for Understanding the Role of Structural Capability in Quality Management Practices on Quality Performance

Ling¹,

Jusoh²,

Ishak³

2018

International Journal of Asian Social Science

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With the growing pressure to achieve optimum level of quality, quality management practices (QMPs) has gained greater attention in developing countries. However, the contradictory evidence shown in the existing QM literatures had raised doubts as to whether QMPs alone is sufficient to achieve promising quality performance. In this regard, this paper aims to address the importance of structural capability in the pursuit of successful QM implementation seeing as the absent of structural capability may impose challenges to efficaciously embrace the QM program in enhancing quality performance. This paper seeks to develop an integrative theoretical framework that draws on the integration of resource-based view and dynamic capability theory to highlight the significant role of structural capability as a mediator in bridging the relationship between QMPs and quality performance that will serve as the basis for further empirical research.Contribution/ Originality: This study contributes in the existing literature by emphasizing the significant role of structural capability as a mediator in bridging the relationship between QMPs and quality performance seeing as no previous study has uncover this mediating relationship so far.

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A Measurement Model of Operational Capabilities in Application Software Firms

Cited by 4 publications

References 78 publications

Open innovation based knowledge management implementation: a mediating role of knowledge management design

Open innovation based knowledge management implementation: a mediating role of knowledge management design

Prioritas Kapabilitas Dinamis vs Operasional Atas Kinerja Perusahaan Dengan Grey-Ahp

An Integrative Theoretical Framework for Understanding the Role of Structural Capability in Quality Management Practices on Quality Performance

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