Managing resource learning in distributed organisations with the organisational capability approach

Abstract

International audienceOrganisational capability management is a recent approach; it enables global and coordinated management of resources and facilitates future synergies within extended organisations. This paper provides a state of the art of organisational capability approach and proposes a management framework. On the one hand, an overview of the theoretical principles and the practical solutions, especially methods for standardising and transferring firms' good practices, points out the limits of their sustainable functioning. On the other hand, the framework manages organisational capabilities by following the theoretical principles and overcoming identified barriers. This proposition is structured around three kinds of processes: primary (design and transfer), support (assessment and enhancement) and management (coordination and alignment)

Development of an AHP hierarchy for managing omnichannel capabilities: a design science research approach

“…2.2), it is our research objective to develop an AHP hierarchy that describes and structures omnichannel capabilities. Such an AHP hierarchy directly supports the knowledge acquisition phase in omnichannel capability management and, by enabling the implementation of an AHP method, it indirectly supports further capability management phases (Rauffet et al 2012(Rauffet et al , 2016. In the following, we motivate the choice of a DSR approach for AHP hierarchy development and describe the DSR procedure.…”

“…The development of organizational capability is an act of organizational learning that consists of knowledge acquisition, knowledge adaptation, knowledge application (i.e., communication and transfer), and knowledge appropriation (i.e., use of transferred knowledge) (Szulanski and Jensen 2006;Rauffet et al 2016). Organizational capability management supports organizational learning in all four phases (Rauffet et al 2012(Rauffet et al , 2016. Knowledge acquisition is supported by capability models that compile and structure capabilities in specific domains.…”

“…First, our proposed AHP hierarchy theoretically bases on prior omnichannel literature (Beck and Rygl 2015;Verhoef et al 2015) and the service system framework (Alter 2008(Alter , 2011 to define a three-tier structure of omnichannel capabilities. With the developed AHP hierarchy, we address the lack of formalized capability models and support capability management in the knowledge acquisition phase (Rauffet et al 2012(Rauffet et al , 2016 by providing systemized knowledge in the form of practice and capability descriptions. The hierarchy further provides the foundation for implementing an AHP method and thus indirectly supports the subsequent capability management phases.…”

“…In contrast to more traditional channel management approaches, the omnichannel paradigm requires B2C service providers to broadly provision and integrate customer channels, to cover the complete customer lifecycle, and to implement an overarching approach to channel coordination (Verhoef et al 2015;Beck and Rygl 2015;Picot-Coupey et al 2016). The literature on organizational capabilities largely lacks modeling approaches with well-defined constructs and a formalized capability structure, which are well-known enablers of capability management (Rauffet et al 2016). Further, prior literature produces explanatory (e.g.…”

Interface modeling for product‐service system integration

“…Affected by the servitization, the product could be described as the mechanical, electrical and/or cybernetic systems ˒ The service is evolved into the “software‐based services embedded in the physical product” ˒ Based on this approach, in this model, the service is defined as a system of software, embedded systems, and service processing . ˒ (b) ES are the collection of any necessary supportive systems to deliver the integrated products and services ˒ They may directly be used by the customer or by the PSS provider to “maintain, operate, upgrade and renovate” PSS “through its operational life cycle.” They consist of dedicated infrastructure (digital and physical) and resources and business processes that are grouped as organizational capabilities ˒ …”