Development of fuzzy two-stage DEA model for competitive advantage based on RBV and strategic agility as a dynamic capability

Hemmati, Maryam; Feiz, Davood; Jalilvand, Mohammad Reza; Kholghi, Iman

doi:10.1108/jm2-12-2013-0067

Cited by 43 publications

(27 citation statements)

References 42 publications

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“…In observing the results of the measurement model and the structural model of Tables 6 and 7, we concluded that we developed formative constructs: IC, IIO, IS and INR, interesting to be evaluated by new studies in this sector. This contributes to encourage discussions about resources that are firm and to establish the relationship between these resources as strategic agility, competitive advantage and which could be studied in the light of dynamic capabilities theory (Hemmati et al., 2016).…”

Section: Resultsmentioning

confidence: 99%

“…These authors present an alternative to RBV that they called the practice-based view (PBV) for operations management in explaining the full range of company performance based on transferable practices. Our study considers these alternatives seeking to establish the relationship between the company's resources, strategic agility, competitive advantage (Hemmati et al., 2016), including the vision of an efficient operation. Kellermanns et al., (2016), say that RBV aims to help researchers understand why some companies enjoy a competitive advantage in order to outperform other firms.…”

Section: Introductionmentioning

confidence: 99%

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Performance, farmer perception, and the routinisation (RO) moderation on ERP post-implementation

Haberli

Oliveira

Yanaze

et al. 2019

Heliyon

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This study discusses the perceptions of the routinisation effects on the post-implementation and post-adoption of the enterprise resource planning (ERP) in farms. A theoretical model and nine hypotheses were proposed using factors according to the literature of resource-based view (RBV) approach and on the ERP impact on farm performance perceptions. This study contributes to the literature by testing empirically the moderation effect of routinisation on the RBV. A qualitative interview was applied to larger farmers where ERP was already in use and for the quantitative approach a sample of 448 answers was collected composed of 74% grain farmers, 14% cattle raising and milk producers, and 13% sugar cane and fruits farmers. The results reveal that the model explains 63% of the variation in the impact on farm performance. Our results show that routinisation moderates only the relationship between the impact on internal operations with impact on farm performance. The conclusions confirm the necessity to expand the RBV approach to the farmer perceptions, exploring other factors like the benefits and the impact of natural resources in the routinisation process. Finally, we propose a discussion of the development of Agriculture 4.0 in a resource-based view for the development of competitive advantage in the context of farms.

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Performance, farmer perception, and the routinisation (RO) moderation on ERP post-implementation

Haberli

Oliveira

Yanaze

et al. 2019

Heliyon

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“…Literature has regarded strategic agility as a higher-order dynamic capability. Tikkanen (2014) observed that dynamic capabilities do influence parts of strategic agility in a dynamic industry; Teece, Peteraf, and Leih (2016) asserted that strong dynamic capabilities are necessary for fostering the organizational agility necessary to address deep environmental uncertainty; and Hemmati, Feiz, Jalilvand, and Kholghi (2016) regarded strategic agility as a dynamic capability in developing a framework for competitive advantage by systematic quantitative methodology. Their study confirmed the intermediate role of strategic agility as a dynamic capability between resources and competitive advantage.…”

Section: Discussionmentioning

confidence: 99%

The Moderating Effect of Environmental Turbulence on the Strategic Agility-Performance Relationship: Empirical Evidence from Lagos State, Nigeria

Arokodare¹

2020

BMR

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Scholars in strategic management argued that strategic agility measures do enhance firm performance and mitigate environmental turbulence risks. This study therefore examined the moderating effect of environmental turbulence on the relationship between strategic agility and performance of oil and gas marketing companies in Lagos State, Nigeria. Population of the study was 515 managers of major oil and gas marketing companies in Lagos State. Cross-sectional survey research design was adopted with total enumeration. The research instrument was found reliable and valid with Cronbach’s alpha and KMO greater than 0.7 and 0.5 respectively. The data was analyzed using descriptive statistics, Pearson correlation, and multiple and hierarchical regression methods of analyses. Findings revealed that among oil and gas marketing companies in Lagos State, Nigeria, there was positive and significant relationship between strategic agility and performance; strategic agility had positive and significant effect on performance while environmental turbulence significantly moderated the relationship between strategic agility and performance. The study concluded that strategic agility affected and related with firm performance and also environmental turbulence moderated the relationship between strategic agility and performance of oil and gas marketing companies in Lagos State, Nigeria. Therefore, it is recommended that oil and gas marketing companies in Nigeria should fully and dynamically embrace strategic agility practices and continuously develop their capabilities for proper and timely sensing of and responding to changes in their business environment in order to improve their performance over their competitors. Limitations of the study and areas for future research were highlighted.

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“…2 In the study of strategic agility of manufacturing companies, hemmati et al Used the method of questionnaire survey and used fuzzy Two-stage DEA model to analyze the collected questionnaire data. 3 The results show that there is a close internal relationship among enterprise resources, strategic agility and competitive advantage, and this relationship makes the company's return to scale close to 1 al.2016. used DEA model to study the coverage efficiency of rural health centers in southern Greece.…”

Section: Introductionmentioning

confidence: 93%

The Proportion of Sports Public Service Facilities Based on the Dea Model in Colleges and Universities

Niu

2021

Rev Bras Med Esporte

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In order to strengthen the physical education of college students, it is necessary to reasonably allocate university sports public service resources. In order to improve the allocation of university sports resources, this study constructs the Data Envelopment Analysis (DEA) model by analyzing the proportion of public sports service facilities in colleges and universities. Through the selection of input index and output index of sports public service facilities in colleges and universities, as well as selecting 20 colleges and universities as decision-making units, this paper constructs a DEA model, and studies the use of the DEA Tobit two-stage method to evaluate the matching efficiency of public sports service facilities in colleges and universities. The results show that the pure technical efficiency of sports public service facilities in colleges and universities is effective, and the scale efficiency of most colleges and universities is relatively high, and the proportion of sports facilities is relatively reasonable. However, there are still large problems in the proportion of public sports service facilities in colleges and universities, so it is necessary to adjust the proportion and scale of sports facilities allocation reasonably. This study verified the effectiveness of the DEA model in evaluating the proportion of public sports service facilities in colleges and universities, hoping to provide certain reference for improving the proportion of public sports service facilities in colleges and universities.

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Development of fuzzy two-stage DEA model for competitive advantage based on RBV and strategic agility as a dynamic capability

Cited by 43 publications

References 42 publications

Performance, farmer perception, and the routinisation (RO) moderation on ERP post-implementation

Performance, farmer perception, and the routinisation (RO) moderation on ERP post-implementation

The Moderating Effect of Environmental Turbulence on the Strategic Agility-Performance Relationship: Empirical Evidence from Lagos State, Nigeria

The Proportion of Sports Public Service Facilities Based on the Dea Model in Colleges and Universities

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