Achieving superior performance in international markets: the roles of organizational agility and absorptive capacity

Abstract

Purpose In the era of Industry 4.0, international firms are required to respond to more complex and frequent changes in the global market. This study aims to explore the role of organizational agility as a key driver to generate superior performance in international markets in the era of technological transformation and how the degree of such impact is affected by the absorptive capacity of companies. Design/methodology/approach This research uses the results of a survey targeting 228 Korean exporters to identify the link between organizational agility and business performance in the global market under different degrees of potential and achieved absorptive capacity in the Industry 4.0 era. Findings The empirical results indicate that companies with a high level of organizational agility outperform their counterparts in the global market. The data further revealed that realized absorptive capacity positively moderates the relationship between organizational agility and firm performance when it is achieved, whereas the moderating role of potential absorptive capacity is not significant. Originality/value This research contributes to the advancement of international business studies on organizational agility and Industry 4.0 by highlighting the implication of organizational agility on firm performance and the contingent role of absorptive capacity.

Quality functions' use of customer feedback as activation triggers for absorptive capacity and value co-creation

“…through better management of DATs, DCATs and DCRATs). This is further corroborated by a recent publication by Cho et al. (2022) that equally argues the importance of shared responsibilities and cooperation between customers and providers, and how it can result in greater efficiency and high quality of service.…”

“…through better management of DATs, DCATs and DCRATs). This is further corroborated by a recent publication by Cho et al (2022) that equally argues the importance of shared responsibilities and cooperation between customers and providers, and how it can result in greater efficiency and high quality of service. The typology of CFAT (Table 5) further extends the findings of Cho et al (2022) by explaining how shared responsibilities could be enhanced to help firms to act upon CFAT and to improve their potential absorptive capacity.…”

“…This is further corroborated by a recent publication by Cho et al (2022) that equally argues the importance of shared responsibilities and cooperation between customers and providers, and how it can result in greater efficiency and high quality of service. The typology of CFAT (Table 5) further extends the findings of Cho et al (2022) by explaining how shared responsibilities could be enhanced to help firms to act upon CFAT and to improve their potential absorptive capacity. For example, if sensor alarms installed in products reach the quality function, processes are in place to respond to those alerts Quality functions' use of customer feedback (e.g.…”

Gi̇ri̇şi̇msel Yöneli̇m, Özümseme Kapasi̇tesi̇ Ve Fi̇rma Performansi Arasindaki̇ İli̇şki̇

“…Yüksek özümseme kapasitesine sahip firmalar çevresel değişimler, fırsatlar ve risklere göre yapılarında ve çıktılarında iyileştirmeler yapabilirler. Bu durum içselleştirilmiş yeni bilgi sayesinde, fırsatlardan en iyi şekilde yararlanmayı, riskler karşısında hazırlıklı olmayı ve değişimlere hızla cevap verebilmeyi mümkün kılar (Cho, Jeong, Kim ve Cho, 2022). Dolayısıyla yüksek özümseme kapasitesine sahip firmaların, rakiplerinden daha iyi konumda bulunması ve önemli örgütsel başarılar elde etmesi mümkündür.…”

The role of supply chain resilience and absorptive capacity in the relationship between marketing–supply chain management alignment and firm performance: a moderated-mediation analysis

“…Hence, absorptive capacity has the potential to be a catalyst and substitute the positive effect of SCR on firm performance. If the firm cannot obtain, process and digest unique and valuable information derived from its partners, mere access to such information cannot make a difference when faced with disruptions (Cho et al, 2022). The firm must be able to link its knowledge to the operational process in a meaningful way (Najafi-Tavani et al, 2013).…”