Di̇nami̇k Kaynak Tabanli Yetenekleri̇n Sürdürülebi̇li̇r İşletme Performansi Üzeri̇ndeki̇ Etki̇si̇: Ankara İli̇ İmalat İşletmeleri̇nde Bi̇r Uygulama

Abstract

The sudden changes in market conditions and/or unexpected events are shown as reasons for the poor performance of the businesses in the dynamic market environment. In fact, such an explanation is a response of managers to conditions and activities beyond their control. However, the real reason is the lack of development of resource-based dynamic capabilities in choosing the strategy that best suits the internal characteristics of the firm. The reason lies in the fact that developing and activating the capabilities firms have offers the flexibility to maintain superior performance-based competitive advantage as a result of the basic abilities they can achieve in the long-term. This study covers an experimental analysis to determine the effects of dynamic resources based capabilities (organizational resources, organizational capabilities, and relational capabilities) of manufacturing firms located in Ankara City on sustainable firm performance. In this context, data was collected via questionnaire technic through interviews with 400 firm managers and validity of the model was tested using partial least square method.. As a result, it was observed that dynamic resource-based capabilities had a direct and positive effect on sustainable firm performance.

Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service Industries

“…In this internal analysis, emphasis is put on differences between resources and capabilities. Capabilities are obtained due to firms' resources to create knowledge and skills (Papatya, 2007). In addition to the assumption that firms try to maximize their profits and the limited rationality assumption, the RBV defends the assumptions of resource heterogeneity and resource immobility (J.…”

“…The strategic 1 Istanbul Beykent University, Turkey management literature established the close relationship between resources and capabilities and CA through a RBV (Das & Teng, 2000). This view combines the perspectives of internal analysis, which has been the focus of many researchers since the mid-1980s, and external analysis, which has been the focus of previous approaches (Papatya, 2007). Valuable, rare, difficult-toimitate or non-substitutable resources provide firms with a strategic advantage and above-average returns (Donnellan & Rutledge, 2019).…”

The impact of the COVID-19 pandemic on employee motivation and organisational resilience and the role of strategic HRM: renewal of a resource-based conceptual model

“…RBV is a theoretical perspective highlighting the importance of strategic resources and capabilities in shaping firm performance (Wernerfelt, 1984;Papatya and Hams ¸io glu, 2018). However, it is possible to measure RBV as a construct using a multi-item scale developed from RBV theory.…”

“…As a result, sustainable competitive advantage is reflected in better performance than a benchmark of some or all its rivals (Wernerfelt, 1984;Teece et al, 1997;Fenton and Carroll, 2010). Scholars have increasingly investigated the attributes associated with RBV (Wernerfelt, 1984) and attempted to determine how SHRM contributes to organisational capability and resilience (Boxall, 1998;Karami et al, 2004;Papatya and Hams ¸io glu, 2018). Organisational capabilities are complex bundles of skills and accumulated knowledge that enables organisations to coordinate activities and best use their assets (Teece et al, 1997).…”

“…Scholars have attempted to integrate both the internal and external perspectives under organisations' 'resource-based' view for higher organisational performance (see Barney, 1991;Wernerfelt, 1984). The notion of RBV (Wernerfelt, 1984) has become instrumental to the development of SHRM (Wright et al, 2001;Karami et al, 2004;Papatya and Hams ¸io glu, 2018). RBV (Wernerfelt, 1984) restores the balance between internal and external analysis in strategic management (Collis, 1991).…”