Building capabilities for software development firm competitiveness: The role of intellectual capital and intra-firm relational capital

Madhavaram, Sreedhar; Appan, Radha; Manis, Kerry T.; Browne, Glenn J.

doi:10.1016/j.im.2022.103744

Cited by 8 publications

(4 citation statements)

References 139 publications

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“…A literature review reveals that no prior research of comparable scope and specificity has been carried out. To date, studies have focused primarily on smart organizations (e.g., Treviño-Elizondo et al, 2023;Carbonara et al, 2022), various facets of organizational relational capital (e.g., Mikalef et al, 2023;Kim & Park, 2022) and organizational intelligence (e.g., Hanifah & Halim, 2022;Madhavaram et al, 2023). The analysis was conducted separately.…”

Section: Discussionmentioning

confidence: 99%

The maturity of using the organization’s relational intelligence in the processes of building relational capital: a smart organization example

Adamik,

Walecka

2024

International Journal of Contemporary Management

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The Smart World is a specific operational environment that encompasses, with its sophisticated techno-technological, ecological, social, and organizational requirements, various entities, systems, and things, including socially and environmentally aware people and their cognitive thinking. This dynamic technological, social, and cultural development and the solutions implemented in the companies that it drives are resulting in changing management paradigms, new business models, and the development of new types of organizations. One of these is the SMART organization, which can provide a real benchmark for the development processes of other organizations. The basis of its effective functioning is relational intelligence, which contributes to building and utilizing the right relational capital of the organization. Given the above, the aim of the study was to identify the essence of the areas and forms of impact of relational intelligence (RI) on selected elements of relational capital (RC), as well as to attempt to assess the maturity of the application of RI in the practice of enterprises using the example of the SMART organization. In order to realize the set objectives, a survey was conducted among smart enterprises operating in Poland (N=327). The research revealed the types of relationships established by smart organizations, assessed their relational capital, and looked at the role of relational intelligence in the process of building RC. The author's model of relational intelligence is proposed; it explores how relational intelligence (based on emotional and ethical capacities) can guide leadership behavior in interactions, helping leaders deal with complex ethical and cultural dilemmas and make balanced and responsible decisions. The authors conclude that relational intelligence can support global leaders in addressing leadership challenges, leading them to interact appropriately across boundaries and build sustainable and trusting relationships with different stakeholders. The research findings collected have helped to take a first step towards a better understanding of the importance and maturity of the RI of smart organizations in their relationships with different types of stakeholders in this group of companies. The visualization of this data on the Relational Intelligence Maturity Map indicates, on the one hand, the basis for the success of the studied group of companies (relationships with high and fairly high levels of IRI activation) and, on the other hand, serves as an inspiration for other organizations in terms of what kind of relationships to develop, as well as why, where, and how to activate their RI more strongly in order to strengthen their RC.

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Section: Discussionmentioning

confidence: 99%

The maturity of using the organization’s relational intelligence in the processes of building relational capital: a smart organization example

Adamik,

Walecka

2024

International Journal of Contemporary Management

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“…(2021) and Madhavaram, Appan, et al. (2023) provide empirical support for how different forms of organizational capital—relational capital, intellectual capital, structural capital, and cognitive capital—can help build capabilities.…”

Section: Theoretical Backgroundmentioning

confidence: 97%

“…Indeed, even in supply chain research, relational capital-a form of organizational capital-has been shown/argued to have a role to play in capability building (e.g., De Giacomo et al, 2019;Huang et al, 2008;. Further, Madhavaram et al (2021) and Madhavaram, Appan, et al (2023) provide empirical support for how different forms of organizational capital-relational capital, intellectual capital, structural capital, and cognitive capital-can help build capabilities.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Building upstream supplier capabilities for downstream customization: The role of collaboration capital

Madhavaram,

Hall,

Ghosh

et al. 2023

J of Business Logistics

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Offering highly customized products and services is an attractive strategic option for firms in business‐to‐business (B2B) markets. However, as effective customization for downstream customers requires significant reliance on upstream suppliers, capabilities of upstream suppliers become central to firm strategies to produce customized offerings. Despite the importance of upstream supplier capabilities for downstream customization, there is a scarcity of research on how firms build their suppliers' capabilities for effective customization. Building on the foundations of research streams on customization, capabilities, and collaboration, this research tests a model which illustrates that (i) upstream supplier capabilities can result in positive customization outcomes for downstream markets and (ii) a firm's collaboration capital can build upstream supplier capabilities directly and also indirectly through supplier communication. Analyses of data collected from 189 organizations that extensively engage in downstream customization reveal the role of collaboration capital—conceptualized as a higher order factor with collaboration orientation, collaborative flexibility, and collaborative communication as first‐order dimensions—in building upstream supplier capabilities for downstream customization. We conclude with a delineation of the contributions, theoretical and practical implications, and limitations of this research.

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“…There is no widely accepted definition of competitiveness, which includes the exact measures that perfectly project the concept (Feurer and Chaharbaghi 1994;Wahyuningtyas et al 2021), despite the large volume of business strategy literature on competitiveness with a wide variety of perspectives. These perspectives have portrayed the concept as more descriptive and elusive than definitive (Chaudhuri and Ray 1997;Madhavaram et al 2023;Porter 1990). Competitiveness, in this context, refers to a cooperative's demonstration of sustained competitive performance over rivalries in its market environment while profitably fulfilling customers' needs (Alkahtani, Nordin and Khan 2020;Khan, Mehmood, Ahmed, Mustafa, Alshamsi, Iqbal and Salamzadeh 2020;Porter 1985).…”

Section: Introductionmentioning

confidence: 99%

Value Network Configuration and Competitiveness of Emerging Agricultural Cooperatives in the Central Free State of South Africa

Orlu,

Manasoe,

Swanepoel

2023

SABR

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Introduction: While many emerging agricultural cooperative firms in the Central Free State of South Africa remain inclined to progress into mainstream markets, conditions of market exclusion continue to dampen their predisposition to exploit competitive opportunities. Since cooperatives determined to reach their full market potential must contemplate competitive positions in their value networks, the business strategy literature on cooperative firms foregrounds the theoretical assertion that the value network configuration significantly influences competitiveness. Purpose: This conceptual study challenges the assertion that emerging agricultural cooperative firms’ value network configuration significantly influences their competitiveness. Methodology: Drawing on the transaction cost economics theory and a review of literature, the study sought to address the core constructs that constitute the claims, establishing, rather, that sustained competitive performance has a direct influence on the competitiveness of emerging agricultural cooperative firms. Findings: The findings suggest sustained competitive performance as the principal determinant of competitiveness and a function of the cooperative firms’ ability to navigate through transaction interaction dynamics and configurational influences. Originality: The study links industry structure and competition intensity to configurational influences, manifesting in various drivers and indicators determining sustained competitive performance, a novel concept underexplored in cooperative entrepreneurial literature.

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Building capabilities for software development firm competitiveness: The role of intellectual capital and intra-firm relational capital

Cited by 8 publications

References 139 publications

The maturity of using the organization’s relational intelligence in the processes of building relational capital: a smart organization example

The maturity of using the organization’s relational intelligence in the processes of building relational capital: a smart organization example

Building upstream supplier capabilities for downstream customization: The role of collaboration capital

Value Network Configuration and Competitiveness of Emerging Agricultural Cooperatives in the Central Free State of South Africa

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