Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships

Chung, Henry F.L.; Kingshott, Russel; MacDonald, Robyn V.G.; Putranta, Martinus Parnawa

doi:10.1016/j.jbusres.2021.02.047

Cited by 30 publications

(11 citation statements)

References 76 publications

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“…Modern, highly turbulent environments have increasingly pushed firms to cope with crises and changes in order to thrive and gain competitive advantages ( Degbey et al, 2021 ; Li and Liu, 2014 ; Santoro et al, 2018 ). This increased dynamism has generally been driven by institutional changes, market volatility, quick shifts in customer needs, and rapid technological advancements, which have provided companies with entrepreneurial challenges at the individual and organizational levels of analysis ( Bullini Orlandi et al, 2020 ; Chung et al, 2021 ; Ferraris et al, 2019 ). Initially, it seemed that those changes affected only large businesses and high-tech start-ups.…”

Section: Introductionmentioning

confidence: 99%

Technological orientation and organizational resilience to Covid-19: The mediating role of strategy's digital maturity

Forliano

Orlandi

Zardini

et al. 2023

Technological Forecasting and Social Change

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Section: Introductionmentioning

confidence: 99%

Technological orientation and organizational resilience to Covid-19: The mediating role of strategy's digital maturity

Forliano

Orlandi

Zardini

et al. 2023

Technological Forecasting and Social Change

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“…The findings identified the central role of buyers as partners in developing suppliers’ capabilities in designing and offering new products and services (Chung et al , 2021; Gebauer et al , 2010). The simultaneous connection with buyers and different value chains and handling of their diverse specifications remained influential in suppliers’ learning about technical aspects, the latest treatments and washings, designs and pattern developments (Love and Roper, 2015; Wen et al , 2021).…”

Section: Resultsmentioning

confidence: 99%

Learning by supplying to climb the value chain: suppliers’ transition from B-to-B to B-to-C

Irfan

Au²,

Khurshid³

et al. 2022

SCM

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Purpose Drawing on organizational learning and dynamic capabilities literature, this study aims to explore how suppliers from traditional emerging economies (STEE) can acquire, assimilate and use new knowledge essential for the development of production and marketing capabilities. These capabilities then facilitate suppliers in climbing the value chain from B-to-B to B-to-C. Design/methodology/approach The study adopted a longitudinal and multiple case study design to examine the practices of suppliers operating in a traditional emerging economy setting. This study selected Pakistan textile industry as an empirical setting, which is a predominantly supplier market for global buyers. Data sources entail semi-structured interviews with top executives and senior-level managers in four case firms and secondary data obtained from diverse sources. Findings The study identified transitionary phases of capabilities development that are facilitated by boundary-spanning knowledge acquisition and transformation in a dynamic manner. These capabilities are essential for a supplier’s entry into downstream international markets (i.e. launching its own products/brands in the end consumers’ market). Practical implications The findings could help managers in STEEs to understand the strategic importance of supply chain ties in their learning and capabilities development. It also provides strategic insights on what, how and why involved parties do engage over an extended period of time. Moreover, the findings of this study could help other firms to know and adopt the right type of technology(s) and systems that can help them reduce the technological gap in producing and marketing market-winning products. Originality/value This study advances the recent academic discussion that focusses on learning by supplying and the value-chain movement of suppliers (i.e. B-to-C) from their B-to-B engagements. The findings identified the vital and beneficial role of long-term relationships with global value chain partners in learning and capabilities development that led to value creation in the traditional emerging economy.

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“…Environmental dynamism is important in knowledge sharing within an organization (Kumar and Bhatia, 2021). The physical, academic, intellectual, and social aspects of the environment influence the accomplishments of an organization (Chung et al, 2021;Mihretu and Gopal, 2021). Kumar and Bhatia (2021) explain that ED is positively related to knowledge management.…”

Section: The Role Of Environmental Dynamism (Ed) As a Moderatormentioning

confidence: 99%

Knowledge management capability and organizational performance: a moderated mediation model of environmental dynamism and opportunity recognition

AlMulhim‎

2023

BPMJ

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PurposeKnowledge management in any organization is important in enhancing the organization’s performance. This study aims to explore the influence of knowledge management capability on organizational performance with the mediation role of opportunity recognition and the moderation effect of environmental dynamism.Design/methodology/approachThis study used an effective and well-developed survey to collect data from 387 managers working in different service organizations in the Kingdom of Saudi Arabia. Further, SmartPLS software was used for data analysis.FindingsThe outcomes confirm that knowledge management capability is directly and indirectly (via opportunity recognition) related to organizational performance. Environmental dynamism moderates the linkage between knowledge management capability and opportunity recognition, as well as between opportunity recognition and organizational performance.Research limitations/implicationsThis study provides a valuable and novel managerial and theoretical approach for management to improve firm performance with the help of knowledge management capabilities, opportunity recognition, and environmental dynamism. The findings of this paper can be implemented not only in the service sector but also in the production sector. Future studies can use this conceptual framework in different countries with the current data. Moreover, other analytical approaches can be used to check the variability of these findings.Originality/valueThis study contributes to connecting research gaps in the literature and advancing insights into how knowledge management capabilities affect organizational performance. The study explores the mediating role of opportunity recognition and environmental dynamics as moderators between knowledge management capability and opportunity recognition and between opportunity recognition and organizational performance.

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Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships

Cited by 30 publications

References 76 publications

Technological orientation and organizational resilience to Covid-19: The mediating role of strategy's digital maturity

Technological orientation and organizational resilience to Covid-19: The mediating role of strategy's digital maturity

Learning by supplying to climb the value chain: suppliers’ transition from B-to-B to B-to-C

Knowledge management capability and organizational performance: a moderated mediation model of environmental dynamism and opportunity recognition

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