Does the competitive orientation really lead to emphasis on different internal capabilities?

Yen-Tsang, Chen; Dultra-de-Lima, Ronaldo Gomes; Csillag, João Mário; Oyadomari, José Carlos Tiomatsu

doi:10.1108/ijopm-11-2013-0517

Cited by 12 publications

(8 citation statements)

References 47 publications

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“…However, few studies have examined the relationship between a global mindset and export performance from a theoretical perspective. Many studies have explored the effects of entrepreneurial orientation (Sok et al, 2017;Jin and Cho, 2018), competitive orientation (Chen et al, 2015) and export market orientation (Olabode et al, 2018) The second aim of this study was to examine the relationships among relational capability, bricolage capability and innovation. Innovation is critical for the survival and longterm success of exporting firms (Vicente et al, 2015) and enables firms to acquire competitive advantages (Bortoluzzi and Balboni, 2018;.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

How global mindset drives innovation and exporting performance: the roles of relational and bricolage capabilities

Chang

Huang

2022

JBIM

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Purpose Emerging markets play an important role in the global economy. However, a common feature of most emerging markets is that firms must operate in a resource-constrained environment. In emerging markets, global mindset is a necessary resource for firms’ global competitiveness. Although global mindset has been proven to improve export performance, the theoretical mechanism behind this relationship is less clear. Based on the resource-based on the resource-based view and capability-building perspective, this study developed a model linking global mindset, relational capability, bricolage capability, innovation, and export performance. Design/methodology/approach A survey was conducted to collect data from exporting firms in Taiwan. Subsequently, the data (n = 172) were analyzed using a partial least squares program. Findings The analytical results reveal that a global mindset positively influences relational and bricolage capabilities; relational capability positively affects bricolage capability; relational capability and bricolage capability have significant and direct effects on innovation; and innovation positively affects export performance. Originality/value The findings confirm that a global mindset plays a crucial role in the capability-building process, which suggests that it contributes to the development of relational and bricolage capabilities. Also, relational capability is critical for exporting firms to develop bricolage capability. Finally, innovation is an important mediating mechanism between capabilities and export performance. Therefore, exporting firms can develop their international business models on the basis of their capabilities, including relational capability and bricolage capability. These capabilities improve innovation, which, in turn, enhances export performance in a resource-constrained environment.

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Section: Conclusion and Discussionmentioning

confidence: 99%

How global mindset drives innovation and exporting performance: the roles of relational and bricolage capabilities

Chang

Huang

2022

JBIM

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“…Comparing the findings of this pre-study with the theoretical insight of the two-dimensional service capability construct, we developed statements similar to previous operationalizations of capabilities in operations management (cf. Chen et al, 2015) that covered both BO and FO service capability. To improve face validity, we asked five academic researchers to assess these statements for exact wording and necessity of items, and revised and removed statements accordingly.…”

Section: Methodsmentioning

confidence: 99%

Service capabilities and servitized SME performance: contingency on firm age

Valtakoski

Witell

2018

IJOPM

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Purpose The purpose of this paper is to study the impact of back-office (BO) service capability and front-office (FO) service capability, and how firm age influences the impact of these service capabilities on small and medium size enterprise (SME) performance. Design/methodology/approach Based on the prior literature on servitization and firm operational capabilities, hypotheses were developed on the impact of service capabilities on firm performance. These hypotheses were tested using a survey and externally sourced financial data on 224 SMEs in the software industry. Findings FO service capability has a positive impact on firm performance of SMEs. The effect of BO service capability was weaker and partly contrary to expectations, showing a negative effect on firm performance for young SMEs. As hypothesized, the impact of both BO and FO service capability is moderated by firm age. Young SMEs benefit more from FO service capability. For older SMEs, BO service capability becomes increasingly more important. Practical implications As different capabilities lead to different outcomes, SMEs need to carefully consider which service capabilities to invest in. As the relative importance of capabilities changes over time, SMEs need to be ready to change their strategic focus over time toward BO capabilities to attain optimal outcomes. Originality/value The findings suggest that factors such as industry, firm size, and firm age affect the optimal servitization path, and that current understanding of servitization does not necessarily apply to all servitized firms. The study also provides further evidence of the impact of service capabilities on firm performance.

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“…Several previous studies have found partial relationship between variables as follows: collaboration to capabilities by Andreeva and Ritala (2016), Carroll and Helfert (2015), Chi et al (2015), Iyer (2011), Oh and Rhee (2008), Parida et al (2016) and Soosay et al (2008); collaboration to logistic performance by Laari et al (2016), Pomponi et al (2015), Ramanathan et al (2011), Rodrigues et al (2015), Ryzhkova (2015) and Sandberg (2007); and capabilities to logistic performance by Ralston et al (2013), Yang (2016), Brekalo et al (2013), Rungi (2014), Chen et al (2015) and Peter Omondi-Ochieng (2015). No previous study has comprehensively studied the "Analysis of logistics performance collaboration strategy and information sharing with logistics capability as mediating variable: a study on Gafeksi-East Java."…”

Section: Introductionmentioning

confidence: 93%

Logistics performance collaboration strategy and information sharing with logistics capability as mediator variable (study in Gafeksi East Java Indonesia)

Kirono

Armanu

Hadiwidjojo

et al. 2019

IJQRM

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Purpose The purpose of this paper is to analyze the effect of collaboration, capability and information sharing (IS) on logistic performance, the effect of collaboration and IS on capabilities, the effect of collaboration on logistic performance through capabilities, the influence of IS on logistic performance through capabilities and the effect of logistics capabilities on logistics performance. Design/methodology/approach This study uses a quantitative approach and is included in explanatory research. This research uses cross section research design. The research populations are all companies incorporated in GAFEKSI (Joint Forwarder and Expedition Indonesia) of East Java. Sampling in this research is by using a purposive sample. The sample of this study amounted to 47 forwarder and expedition companies. Data analysis method used is partial least square. Findings Collaboration has a positive impact on capabilities (CAP); capability (LOC) positive impact on logistic performance; collaboration does not directly affect the logistics performance; and construct capabilities (LOC) is the mediation of IS in building business logistics performance. Increasing the intensity of IS has no direct contribution to increased flexibility, and collaboration is driven by partnership and network, whereas CT (trust) can be ignored, as it is not proven to make a dominant contribution to collaboration. Originality/value The novelty of this research is found in the strategic role of capabilities as the dominant latent variable in building business performance of logistic companies. This study finds dual mediation, where both mediations are expressed as full mediation, because the direct effect of mediator latent variables is significant (Little et al., 2010; Hair et al., 1995).

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Does the competitive orientation really lead to emphasis on different internal capabilities?

Cited by 12 publications

References 47 publications

How global mindset drives innovation and exporting performance: the roles of relational and bricolage capabilities

How global mindset drives innovation and exporting performance: the roles of relational and bricolage capabilities

Service capabilities and servitized SME performance: contingency on firm age

Logistics performance collaboration strategy and information sharing with logistics capability as mediator variable (study in Gafeksi East Java Indonesia)

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