Competitive strategy and performance of family businesses: moderating effect of managerial and innovative capabilities

Agyapong, Ahmed; Ellis, Florence; Domeher, Daniel

doi:10.1080/08276331.2016.1217727

Cited by 57 publications

(35 citation statements)

References 54 publications

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“…Research also indicates that SMEs in Ghana use outmoded equipment and have inappropriate human resource development and technologies (Aryeetey, 1994). Agyapong et al (2016) contend that SMEs that are able to build innovative capabilities can aggressively and coherently devise a winning strategy that effectively contrives superior organizational outcomes. Based on the expected benefits derived from pursuing a strategic management programme and building a credible innovative capability, it is assumed that when innovative approaches, systems and knowledge are integrated in the strategic planning, a complementary effect will be harbored, which will augment organizational performance in the long run.…”

Section: Smes Inmentioning

confidence: 99%

Innovative capability, strategic goals and financial performance of SMEs in Ghana

Donkor

Donkor²,

Kankam-Kwarteng

et al. 2018

APJIE

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Purpose This paper aims to investigate the moderating role of innovation capability and strategic goals in the financial performance of small- and medium-scale enterprises (SMEs) in Ghana. Design/methodology/approach Innovative capabilities and strategic goals in SMEs and their influence on financial performance were recognized and briefly debated according to the existing literature. Hypotheses were tested on research data on 340 SMEs in Ghana, which were conveniently selected. Finally, quantitative analysis was done, followed by a discussion of the research findings. Findings Results from the study have proved that strategic goals have a strong positive relationship with financial performance. Also, there is a strong, positive and highly significant impact innovative capacity has on financial performance. Finally, the study found that innovative capability moderates the relationship between strategic goals and financial performance. It showed that at high levels of innovative capacity, high levels of strategic goals boost financial performance massively. Research limitations/implications The findings are limited to SMEs in Ghana. Researchers should study why SMEs may not pursue any innovation capability activities as they have positive impact on their financial performance. They may also focus on strategic goals and financial performance. Practical implications The study shows a necessity for longer-term innovation perspectives and a higher level of the importance of the application and assessment of strategic goals. Business owners and caretakers need greater awareness about the importance of innovation capability and strategic goals and their influence on the overall financial performance of SMEs. This will help them to adopt right innovate procedures for their businesses. Originality/value One of few research works to examine innovation capability and strategic goals on the financial performance of SMEs in a developing country.

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Section: Smes Inmentioning

confidence: 99%

Innovative capability, strategic goals and financial performance of SMEs in Ghana

Donkor

Donkor²,

Kankam-Kwarteng

et al. 2018

APJIE

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“…Since the researchers have been considering the organisational ambidexterity that classified in the strategic domain to face aggressive competition in the market (O'Reilly & Tushman, 2013), this requires of organisations thinking to acquire and maintain a set of specific skills and abilities to achieve their goals (Lee et al, 2017). Hence, organisations are emphasising on analysing strategic capabilities to identify their critical intangible resources, how to deploy these resources within an organisation and orienting them to increase their competitive performance (Agyapong et al, 2016;Seyhan et al, 2017). Besides, organisations' management realised the vital role of knowledge as an essential resource to support their activities and enable employees to think creatively, which help to gain long term advantages of an organisation (Alavi & Leidner, 2001).…”

Section: Introductionmentioning

confidence: 99%

Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management

Abazeed¹

2020

10.5267/j.msl

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This study seeks to explain the impact of strategic capabilities on organizational ambidexterity, in the presence of knowledge management. The study population consists of managers of commercial banks in Jordan. The sample included (200) respondents by distributing the study questionnaires to them, where the returned questionnaires and valid to statistical analysis were (168). Structural equation modelling (SEM) was used as an inferential statistical analysis technique to test the hypotheses of the study. The result of this study referred that knowledge management mediates the relationship between strategic capabilities and organizational ambidexterity. Hence, all dimensions of strategic capabilities (marketing capability, market-linking capability, technology capability, and management capability) have a statistical impact on both knowledge management dimensions (knowledge acquisition, knowledge creation, knowledge application, and knowledge storage) and the dimensions of organizational ambidexterity (exploitation and exploration). Therefore, the study recommends managers and decision-makers of commercial banks in Jordan to focus on strategic capabilities that enhance their abilities to identify and acquire opportunities from the business environment by building good relationships with both customers and suppliers. Besides, improving their employees' capacity to deal with new knowledge and apply it to create novel products and services.

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“…A growing stream of literature provides empirical support for the connection between strategic capabilities and performance (Agyapong, Ellis and Domeher, 2016;Cacciolatti and Lee, 2016;Parnell, 2018). While it is clear from the literature that strategic capabilities are important for the successful performance of firms, they do not inform us as to how firms can reconfigure their resources in times of rapid change.…”

Section: Strategic Capabilitiesmentioning

confidence: 99%

Dynamic Capabilities Revisited: Lessons from Logistics

Matwiejczuk¹,

Tłuczak²,

Hawrysz³

2020

ERSJ

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Purpose: The identification of the premises concerning shaping and developing logistics capabilities towards firm dynamic capabilities. Design/Methodology/Approach: The article uses an analytical approach based on the results of previous studies. Findings: Logistics capabilities can be perceived and implemented as the strategic capabilities of a firm. As a result, logistics capabilities may aspire to become the dynamic capabilities of a firm. Practical Implications: Logistics capabilities aspiring to become the dynamic capabilities of a firm play an important role in achieving the firm success as well as the firm competitive advantage. Originality/Value: The article presents the significant importance of logistics capabilities perceived as the firm dynamic capabilities. The value of the article is manifested in the attribution of significant importance to logistics capabilities which play a crucial role in achieving the firm success, as well as in building and sustaining the firm competitive advantage.

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Competitive strategy and performance of family businesses: moderating effect of managerial and innovative capabilities

Cited by 57 publications

References 54 publications

Innovative capability, strategic goals and financial performance of SMEs in Ghana

Innovative capability, strategic goals and financial performance of SMEs in Ghana

Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management

Dynamic Capabilities Revisited: Lessons from Logistics

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