Building an integrated conceptual model of competitive learning capability

Abstract

Purpose The purpose of this paper is to provide insights into the overarching role of learning capabilities by presenting a framework to describe how learning capability development is captured by combining the three main elements of internal marketing orientation, exploratory capabilities and resource recombination. Design/methodology/approach This is a conceptual paper building upon the theoretical integration approach of Mayer and Sparrowe (2013) to establish competitive empowerment through learning capability development, effective internal response and resources recombination. Findings The competitive learning capability model provides a firm’s foundation for theorizing organizational competitive models from an internal perspective, by mastering learning capability development at the centre of the model. Research limitations/implications The paper emphasizes the competitive connotation of learning capabilities as a construct in strategic management. It shows the underlying role of learning across organizational processes; hence, its theoretical significance through the learning capabilities model. Practical implications This paper argues that learning is at the centre of organizational competitiveness. Firms can achieve more fruitful results by continuously implementing resource integration strategies built on their learned experiences. Originality/value The principal significance of this paper lies in the achievement of conceptualizing learning from a strategic management perspective. Insight in this area helps bridge organizational efforts in pursuit of competitive advantage by exploiting key core learning competencies embedded in a firm’s resources and capabilities.

The strategy and change interface: understanding “enabling” processes and cognitions

“…They show that the ability to compete and be operationally effective continues to be dependent on these things (Muneeb et al, 2019). Effort and set processes are required to be brought into play to ensure organizational learning leads to positive outcomes and new learning can be codified, including be explored further in the organization or in different domains in the future (Walter, Lechner & Kellermans, 2013).…”

“…In summary, the papers both by Pregmark and Berggren (2021), and Lin and Cheng (2021) emphasise the importance of both sensing and learning, and building new resources by levering learned experiences. They show that the ability to compete and be operationally effective continues to be dependent on these things (Muneeb et al , 2019). Effort and set processes are required to be brought into play to ensure organizational learning leads to positive outcomes and new learning can be codified, including be explored further in the organization or in different domains in the future (Walter et al , 2016).…”

Estrategia de gestión para la generación de recursos en un centro de investigación y posgrado. Estudio de caso del CIITEC en el contexto de México

“…Se pueden lograr resultados más fructíferos mediante la implementación continua de estrategias de integración de recursos basadas en sus experiencias aprendidas (Secundo, Perez, Martinaitis & Heinz, 2017), es decir, que las propias universidades y centros de investigación encuentren en sus fortalezas los medios necesarios para implementarlas. En tal sentido, Muneeb, Khong, Ennew & Avvari (2019) indican que el conocimiento en esta área ayuda a unir los esfuerzos de la organización en la búsqueda de una ventaja competitiva mediante la explotación de las competencias clave de aprendizaje integradas en los recursos y las capacidades. Por ello, y de acuerdo con Engberg, Hörte & Lundbäck (2015), un cambio estratégico exitoso depende en gran medida de cuán exitosa sea la implementación en los niveles más bajos de la jerarquía, por tal motivo es fundamental considerar el desarrollo del personal y la retribución a su desempeño.…”

“…A este respecto, las IES adoptan mentalidades y prácticas orientadas al mercado para generar ingresos (Warshaw & Upton, 2019). Considerando la ventaja competitiva basada en la experiencia (Muneeb et al, 2019), el conocimiento y el capital intelectual (Peinado et al, 2015), traducido en el personal asignado a los laboratorios y tomando como referente la ventaja comparativa de la relación de negocio de varios años con los clientes, se puede incrementar o conservar el índice de recursos captados.…”

“…Las estrategias competitivas organizacionales se deben observar desde una perspectiva interna; así también, se debe dominar el desarrollo de la capacidad de aprendizaje (Muneeb et al, 2019). Para seguir y apuntalar este enunciado fue trascendental identificar los riesgos y las oportunidades de esta estrategia.…”