A Study of the Relationship between Corporate Culture and Corporate Sustainable Performance: Evidence from Chinese SMEs

Wang, Siyuan; Huang, Linglan

doi:10.3390/su14137527

Cited by 29 publications

(24 citation statements)

References 115 publications

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“…The coefficient of determination R1 The table shows the relationship between the mission, institutional goals, and competitive advantage if the results showed a statistically significant relationship between the two variables, where the correlation coefficient was: (0.615), meaning that there was a direct and strong relationship. As for the coefficient of determination, it reached (0.378), meaning (37%) of the variables This means that changing the mission and goals by one percentage leads to a change in the competitive advantage by (37%) and the rest (63%) is due to other factors that are included in the model, and what confirms this relationship is the calculated value of t, which amounted to (6,354). It is a function at the level (1.15), as it came greater than the tabular t, which amounted to (4,111), and since the value of sin is less than (0.05), this leads us to accept and confirm the validity of the null hypothesis, which states (there is a statistically significant relationship between the message And the objectives and competitive advantage in the institution under study at the level of a: 0.05) and the rejection of the alternative hypothesis, which states (there is no statistically significant relationship between the mission, goals and competitive advantage in the institution under study at the level of a: 0.05) and we acknowledge the existence of a statistically significant role between the message and the gifts P and competitive advantage at the level of significance a:0.05.…”

Section: T Nepotism T Tabular T Moral Sig Correlation Coefficient R2mentioning

confidence: 68%

“…Hence, firms that can deliver real superior value to the customer experience via an innovative corporate strategy built on a long-term viable, sustainable basis will endure and be sustained for a long time [4,5]. Likewise, the importance of strategic planning has led to the success of thousands of large, small and medium companies and it caused an excellent competitive advantage between companies and business organizations [6]. Thus, all kinds of enterprises, mainly SMEs, are recommended to adopt new business models with resilient and innovative business strategies through which they can attain sustainability [7][8][9].…”

Section: Introductionmentioning

confidence: 99%

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Modern planning strategy and a course in achieving the competitive advantage in the mixed sector institutions in the Republic of Yemen

Al-Garadi¹,

Ghumre²

2023

Int. J. Sci. Res. Arch.

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The study aims to identify the role of strategic planning in achieving sustainable development in the Hadramout Corporation for Consultation and Sustainable Development, which is considered, according to Yemeni law, to be a medium-sized company. The sample of the study was represented in Hadramout institutions for consulting and sustainable development, and the number of respondents was (30) employees in the institution out of a total of (50) employees, meaning that the questionnaire was distributed to (60%) of the total number of employees in the institution. The researcher used the descriptive and analytical approach to achieve the goals The study and testing its hypotheses represented the independent variable in the strategic planning represented in (the external environment, the internal environment, the mission and goals) while the variable dependent on the study was the competitive advantage, the researcher used the questionnaire in the study as an appropriate tool for the study, where the formulation of the questionnaire was represented by the total items of the questionnaire for the independent variable Strategic planning and its chosen dimensions in the study (external environment, internal environment, mission and goals) (23) questions, while the total paragraphs of the questionnaire for the dependent variable, which is the competitive advantage (16) questions, and the researcher used the five-point Likert scale consisting of five points and the following statistical package (SPSS) and methods Statistics for data processing, which are (frequency, percentages, weighted average, standard deviation, regression analysis, coefficient of variation A) To analyze the paragraphs of the questionnaire, the researcher also used to test hypotheses (T of favoritism, T of tabulation, T of significance, correlation coefficient, coefficient of determination) to test the hypotheses. The external environment, the internal environment, the mission and objectives) has a role in achieving the competitive advantage, and the current study suggested paying attention to employees and achieving coordination and communication between them to achieve a kind of distinction, efficiency in the services provided by the institution and educating and training employees on the importance of applying the objectives and mission of the institution because of its great impact On the organization and its performance, the institution must prepare high competencies that control the techniques of public institutions for sustainable development.

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Section: T Nepotism T Tabular T Moral Sig Correlation Coefficient R2mentioning

confidence: 68%

Section: Introductionmentioning

confidence: 99%

Modern planning strategy and a course in achieving the competitive advantage in the mixed sector institutions in the Republic of Yemen

Al-Garadi¹,

Ghumre²

2023

Int. J. Sci. Res. Arch.

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“…By creating a culture that promotes employee commitment, experimentation, and risk-taking, transformational leaders may enhance the impact of customer orientation and collaboration on organizational innovation capability. Indeed, exploring small- and medium-sized enterprises in China, Wang and Huang (2022) discovered that transformational leadership serves as a moderator for the relationship between corporate culture and innovation capability. The authors unveiled that a transformational leadership style could significantly enhance the positive relationship between a flexibility culture, “characterized by creativity, flexibility, spontaneity, and risk-taking” (Wang and Huang, 2022, p. 4), and organizational innovation capability.…”

Section: Qualitative Methodology and Key Resultsmentioning

confidence: 99%

Developing innovation capability in the hotel industry, who and what is important? A mixed methods approach

et al. 2023

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This study employs a sequential mixed methods design to examine the dynamic roles of leadership, customer orientation, and customer collaboration on the innovation capability and performance of Malaysian hotels. An exploratory qualitative assessment based on semi-structured interviews was conducted to provide a comprehensive understanding of the contextual environment and establish a robust conceptual framework. A confirmatory survey among Malaysian hotel managers allowed for the empirical testing of the hypotheses. The results suggest that customer orientation is a key element that directly promotes hotels’ innovation capabilities. The results further show that the influence of customer collaboration on innovation can be enhanced by a transformational leader. Improvements in innovation capabilities have lasting effects on hotel performance, underscoring their strategic importance in the dynamic hospitality sector. These findings offer important implications for top management and decision-making personnel seeking to leverage innovation as a means of improving performance and gaining a competitive edge.

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“…In investigating the determinants of SP, a diverse array of scholars have embraced various theoretical underpinnings and frameworks. These theories include the technology-organization-environment theory, social exchange theory, RBV, ecological modernization theory, social identity theory, natural RBV, dynamic capability theory and sustainable supply chain management framework, as discussed by Alraja et al (2022), Wang and Huang (2022), Al-Hakimi et al (2022a), Chowdhury et al (2022) and Iqbal and Ahmad (2021). However, it is important to highlight that the primary focus of these studies has been on emerging economies, specifically Oman (Alraja et al , 2022), Saudi Arabia (Al-Hakimi et al , 2022a), China (Lin et al , 2022; Wang and Huang, 2022), Colombia (Acosta-Prado and Tafur-Mendoza, 2022), Vietnam (Chowdhury et al , 2022) and Pakistan (Iqbal et al , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…These theories include the technology-organization-environment theory, social exchange theory, RBV, ecological modernization theory, social identity theory, natural RBV, dynamic capability theory and sustainable supply chain management framework, as discussed by Alraja et al (2022), Wang and Huang (2022), Al-Hakimi et al (2022a), Chowdhury et al (2022) and Iqbal and Ahmad (2021). However, it is important to highlight that the primary focus of these studies has been on emerging economies, specifically Oman (Alraja et al , 2022), Saudi Arabia (Al-Hakimi et al , 2022a), China (Lin et al , 2022; Wang and Huang, 2022), Colombia (Acosta-Prado and Tafur-Mendoza, 2022), Vietnam (Chowdhury et al , 2022) and Pakistan (Iqbal et al , 2021). Notably, none of the aforementioned studies have explored the interrelationships among ECs, KM and SP within the specific context of Malaysian manufacturing SMEs.…”

Section: Literature Reviewmentioning

confidence: 99%

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Al Koliby,

Mehat,

Al-Swidi

et al. 2024

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Purpose By combining relevant literature and using quantitative methodology, this study aims to look into the role of knowledge management (KM) as a mediator between entrepreneurial competencies (ECs) and the sustainable performance (SP) of manufacturing small and medium-sized enterprises (SMEs). Design/methodology/approach The relationships in the proposed model were examined with data collected from 122 Malaysian SMEs using a cross-sectional technique and a standardized questionnaire and analyzed using structural equation modeling path analysis. Findings According to the findings, ECs have a positive and considerable impact on KM as well as the SP of manufacturing SMEs. Importantly, KM partially mediates between ECs and the SP of manufacturing SMEs. Research limitations/implications This research provides a theoretical contribution through the integration of ECs, KM and SP within a unified framework that takes into account the viewpoints of the resource-based view, the knowledge-based view and the triple bottom line. The results corroborate that ECs directly affect SP and indirectly through KM. Nevertheless, the study’s use of cross-sectional survey data makes it impossible to draw conclusions about causes. This is because ECs, KM and SP all have effects on time that this empirical framework cannot account for. Practical implications The findings of this research provide valuable insights for managers and decision-makers in SMEs, who are expected to show an increasing interest in adopting KM processes into their companies through which ECs can be translated into SP. Social implications By applying the proposed framework, SMEs can conduct their activities in ways that do not harm environmental and societal well-being while achieving appropriate economic performance at the same time. Originality/value As a result, the findings of this study can add to the literature on ECs and KM, as well as boost the chances of SME sustainability. Directions for future research are also provided in relation to a better understanding of the factors affecting the SP of SMEs.

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A Study of the Relationship between Corporate Culture and Corporate Sustainable Performance: Evidence from Chinese SMEs

Cited by 29 publications

References 115 publications

Modern planning strategy and a course in achieving the competitive advantage in the mixed sector institutions in the Republic of Yemen

Modern planning strategy and a course in achieving the competitive advantage in the mixed sector institutions in the Republic of Yemen

Developing innovation capability in the hotel industry, who and what is important? A mixed methods approach

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

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