Building dynamic capabilities through knowledge resources

Nieves, Julia; Haller, Sabine

doi:10.1016/j.tourman.2013.06.010

Cited by 215 publications

(205 citation statements)

References 82 publications

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“…Better-trained workers perform more productively, and they are also more motivated, valuable, and ready to take on more responsibility [70]. Human capital is one of the pivotal types of knowledge resource that resides within individual workers [71]; it encompasses both tacit and explicit knowledge, which enhance their ability to generate knowledge that could be used to achieve organizational innovation [68]. Other essentials of human capital include experience, industry knowledge, creativity [69], teamwork, competence, training, loyalty, and contributions and commitment to business missions, goals, and objectives [68,72].…”

Section: Managerial Capability and Adaptive Capabilitymentioning

confidence: 99%

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

2017

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Abstract:The aim of this study is to empirically explore and propose a rigorous model for the positive impact of managerial capability (in terms of decision-making, management style, people development, and succession planning) and adaptive capability (in terms of horizon scanning, change management, and resilience) on organizational innovation in the context of small and medium-sized enterprises (SMEs). The study uses partial least squares structural equation modeling (PLS-SEM) to test the model hypotheses, and importance-performance matrix analysis (IPMA) to provide information regarding the significance and relevance of the dimensions of managerial and adaptive capability in explaining organizational innovation in the proposed model. The empirical data is gathered through questionnaires from 210 SMEs. The results show a strong and significant relationship between managerial capability, adaptive capability, and organizational innovation. This study found that all of the dimensions of managerial capability and adaptive capability help to develop and improve the performance of organizational innovation in SMEs. The study concludes with a comprehensive discussion of the research limitations, and provides suggestions for future research.

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Section: Managerial Capability and Adaptive Capabilitymentioning

confidence: 99%

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

2017

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“…Lin and Wu (2013) see integration capability, learning capability and reconfiguration capability. Nieves and Haller (2014) regard dynamic capabilities as including sensing, learning, integration and coordinating capabilities. Despite the fact that components of dynamic capabilities have been given different labels in existing studies, it is generally accepted that dynamic capabilities rest on three categories of activities, namely, the capability to "sense and shape opportunities and threats", the capability to "seize opportunities" and the capability to "maintain competitiveness through enhancing, combining, protecting, and, when necessary, reconfiguring the business enterprise's intangible and tangible assets" (Teece, 2007).…”

Section: Short-term and Long-term Capabilitiesmentioning

confidence: 99%

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

Wu¹,

Subramanian

Abdulrahman

et al. 2017

Sustainable Production and Consumption

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Sustainability research has been expanding rapidly during recent decades. Such research takes various forms with the identification of mixed results. Even though there are several review articles on sustainability with valuable insights, the time dimension aspect of sustainability is totally missing in addition to lack of well-developed framework. This paper systematically reviews previous sustainability studies published in the refereed scientific journals for the past two decades to understand the evolution of sustainability issues in the business context and solutions proposed until now. The study categorizes the popular sustainability practices into short-and long-term practices based on the time effect, and link them with different forms of organizational capabilities and sustainability performance. The paper further proposes a two-dimensional sustainability framework that incorporates practices, capabilities and performance, and the balancing issues between short-and long-term sustainability. At the end, it suggests potential research directions for future research as well. Graphical abstract Highlights We systematically reviews the past two decades sustainability studies published in the refereed scientific journals  We use time dimension to classify and understand sustainability benefits Review of sustainability theories, practices, capabilities, and performance Classification of sustainability practices, capabilities, and sustainability performance Model & propositions development We categorized sustainability practices and performances into short-and long-term perspectives for effective managerial decisions  We propose research propositions relating firm's capability and its implementation of shortand long-term sustainability practices and sustainability performance.  We draw attention to the future role of organizational capabilities and their interactions with sustainability practices to achieve better performance.

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“…Nieves and Haller (2014) highlighted the role of employee's knowledge in achieving dynamic capabilities in the hotel industry and, specifically, the importance of procedural organisational knowledge "which is linked to more routine processes [to] act as a reference to provide foundations for building learning processes to facilitate the introduction of changes" (Nieves & Haller, 2014, p.227), such as this current paper's environmental social marketing intervention. As part of implementing this educational mechanism, "a toolkit was designed to provide user-friendly information to staff and volunteers using the key communication routes: face-to-face team…”

Section: Mechanismsmentioning

confidence: 99%

An environmental social marketing intervention in cultural heritage tourism: a realist evaluation

Gregory‐Smith

Wells

Manika

et al. 2017

Journal of Sustainable Tourism

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Building dynamic capabilities through knowledge resources

Cited by 215 publications

References 82 publications

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

The Impact of Managerial and Adaptive Capabilities to Stimulate Organizational Innovation in SMEs: A Complementary PLS–SEM Approach

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

An environmental social marketing intervention in cultural heritage tourism: a realist evaluation

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