Dynamic capabilities and stakeholder theory explanation of superior performance among award-winning hospitals

Murphy, William H.; Wilson, Grant Alexander

doi:10.1080/20479700.2020.1870356

Cited by 15 publications

(6 citation statements)

References 32 publications

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“…Unpacking the processes for entering BEAs, we shed light on the organising logics of BEAs. How organisations exploit the opportunities within these structures may help to boost their competitiveness in important ways (Murphy & Wilson, 2021; Powell, 1995). Articulating the mechanisms through which the dual demands for managing competitive pressures and achieving competitive advantage drive organisations to enter business awards, we have proposed an integrative framework, theorising about the key underlying contextual drivers showing how the interactions between them may induce an organisation to enter a business award and the potential outcomes for organisations that enter BEAs.…”

Section: Discussionmentioning

confidence: 99%

Collecting badges: Understanding the gold rush for business excellence awards

Asante

Sarpong

et al. 2022

European Management Review

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Business excellence awards (BEAs) have become all too commonplace. Entering and winning one has now become part of contemporary organising. However, scholarly work examining these awards remains scattered, with the dominant narrative focusing on what could even be described as the intense obsession with award ceremonies. In this paper, we articulate the mechanisms through which the dual demands for managing competitive pressures and achieving competitive advantage drive organisations to enter these awards. In doing this, we integrate and expand upon prior work to explicate an integrative framework for examining how the interactions between various contextual and environmental factors may induce organisations to enter BEAs and the potential outcomes, particularly for those who win or are shortlisted for these awards. We go on to present a set of propositions constituting a contribution, after which our study's implications for the theory and practice of BEAs are outlined.

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Section: Discussionmentioning

confidence: 99%

Collecting badges: Understanding the gold rush for business excellence awards

Asante

Sarpong

et al. 2022

European Management Review

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“…The understanding is that the dynamic capabilities theory is an extension of the resource-based view of the firm (Deng et al, 2020). The ideology is that it is not only the bundle of resources that matter, but the mechanism by which firms learn and accumulate new skills and capabilities, and the forces that limit the rate and direction of this process (Murphy & Wilson, 2022). In this way, they propose an interesting definition of dynamic capabilities as follows: the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments.…”

Section: Theoretical Review Dynamic Capabilities Theorymentioning

confidence: 99%

Strategic Improvisation and Brand Image of Selected Small and Medium-Scale Enterprises in Lagos State, Nigeria

A. E.,

V. O.,

O. G.

et al. 2024

JEFMS

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SMEs in Nigeria have shown immense potential for driving economic growth and employment. However, they often grapple with several challenges that undermine their performance and long-term sustainability. These issues range from operational ineffectiveness and a lack of growth capacity to poor coordination among different aspects of the business. Additionally, many Nigerian SMEs seem resistant to adopting innovative practices that could ensure their sustainability. The foregoing, underscores the need for strategic improvisation. This study examined the relationship between strategic improvisation and brand image of selected small and medium-scale enterprises in Lagos State, Nigeria. The study adopted a survey research design. The population study comprised the Small and Medium Enterprises (SMEs) that are registered and operational in Lagos State and identified as members of the Small and Medium Enterprises Development Agency of Nigeria (SMEDAN). The total population of the study was estimated at 42,067, which represents the overall count of registered SMEs affiliated with Small and Medium Enterprises Development Agency of Nigeria (SMEDAN). A sample size of 510 participants was obtained using Cochran’s sample size formula (1977). The study utilized multiple regression analysis to explore how all measures of strategic improvisation collectively predicted brand image. Findings revealed that strategic improvisation has a significant effect on brand image (brand image (R = 0.536, AdjR² = 0.279, p = 0.000 < 0.05). The study concludes that strategic improvisation has a significant effect in enhancing SME brand image of selected small and medium-scale enterprises in Lagos State, Nigeria. Consequently, the recommends that SMEs should foster a work environment that encourages creativity, experimentation, and risk-taking. This can be achieved by encouraging employees to think outside the box, generate new ideas, and propose innovative solutions to business challenges.

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“…The purpose of this paper is to understand the technological innovation in the latest winner of MBNQA in the small business category. In contrast to recent research investigating MBNQA winners in the context of healthcare, this research is conducted in the context of small business [8]. This study contributes to the literature by providing preliminary insights to both small business practitioners and researchers in this field regarding technological innovation in small businesses.…”

Section: Introductionmentioning

confidence: 99%

Technological Innovation in Small Business: A Study on the Three Recent Baldrige Awards’ SMEs Recipients (2017-2019)

Harsanto¹

2021

Advances in Social Science, Education and Humanities Research

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This paper aims to understand the technological innovation in the recent winners of the latest Baldrige Awards' SMEs recipients 2017-2019. The Baldrige Award is the highest award for performance excellence in various business categories in the US, including small business or small-medium enterprises (SMEs). The method used is documentary analysis from their Baldrige application summary and is supported by other publicly available sources. The analysis shows that all recipients have in common in terms of depth of expertise in their respective fields, accompanied by an organization that encourages innovation at various managerial levels. This paper contributes to the literature by providing current insights on how SMEs performed their technological innovation. Even though it is carried out in an advanced economy context, this study may also be useful for small businesses in different contexts.

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Dynamic capabilities and stakeholder theory explanation of superior performance among award-winning hospitals

Cited by 15 publications

References 32 publications

Collecting badges: Understanding the gold rush for business excellence awards

Collecting badges: Understanding the gold rush for business excellence awards

Strategic Improvisation and Brand Image of Selected Small and Medium-Scale Enterprises in Lagos State, Nigeria

Technological Innovation in Small Business: A Study on the Three Recent Baldrige Awards’ SMEs Recipients (2017-2019)

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