Network competence based on resource-based view and resource dependence theory

Tehseen, Shehnaz; Sajilan, Sulaiman

doi:10.1504/ijtgm.2016.074138

Cited by 27 publications

(26 citation statements)

References 117 publications

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“…Few studies have used both RBV and RDT theories concurrently to investigate organizational dominant resources and capabilities (c.f. Blomsma et al , 2019; Frączkiewicz-Wronka and Szymaniec, 2012; Nemati et al , 2010; Tehseen and Sajilan, 2016). Taking cues from prior literature, we stress upon the complementary role of RBV and RDT lenses in identifying critical BCT and CE firm resources and capabilities required to build or reinforce L-A-D supply chain capabilities.…”

Section: Literature Reviewmentioning

confidence: 99%

Do blockchain and circular economy practices improve post COVID-19 supply chains? A resource-based and resource dependence perspective

Nandi

Sarkis

Hervani

et al. 2020

IMDS

186

132

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PurposeUsing the resource-based and the resource dependence theoretical approaches of the firm, the paper explores firm responses to supply chain disruptions during COVID-19. The paper explores how firms develop localization, agility and digitization (L-A-D) capabilities by applying (or not applying) their critical circular economy (CE) and blockchain technology (BCT)-related resources and capabilities that they either already possess or acquire from external agents.Design/methodology/approachAn abductive approach, applying exploratory qualitative research was conducted over a sample of 24 firms. The sample represented different industries to study their critical BCT and CE resources and capabilities and the L-A-D capabilities. Firm resources and capabilities were classified using the technology, organization and environment (TOE) framework.FindingsFindings show significant patterns on adoption levels of the blockchain-enabled circular economy system (BCES) and L-A-D capability development. The greater the BCES adoption capabilities, the greater the L-A-D capabilities. Organizational size and industry both influence the relationship between BCES and L-A-D. Accordingly, research propositions and a research framework are proposed.Research limitations/implicationsGiven the limited sample size, the generalizability of the findings is limited. Our findings extend supply chain resiliency research. A series of propositions provide opportunities for future research. The resource-based view and resource-dependency theories are useful frameworks to better understanding the relationship between firm resources and supply chain resilience.Practical implicationsThe results and discussion of this study serve as useful guidance for practitioners to create CE and BCT resources and capabilities for improving supply chain resiliency.Social implicationsThe study shows the socio-economic and socio-environmental importance of BCES in the COVID-19 or similar crises.Originality/valueThe study is one of the initial attempts that highlights the possibilities of BCES across multiple industries and their value during pandemics and disruptions.

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Section: Literature Reviewmentioning

confidence: 99%

Do blockchain and circular economy practices improve post COVID-19 supply chains? A resource-based and resource dependence perspective

Nandi

Sarkis

Hervani

et al. 2020

IMDS

186

132

View full text Add to dashboard Cite

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“…The RBT states that a firm needs to use its internal productive resources, which are heterogeneous, valuable, scarce, irreversible and cannot be substituted, to foster innovation and outperform its rivals in the industry (Barney, 1991;Weidong, 2007). With full control over its internal resources, a company has the freedom or autonomy to carry out various innovations needed to improve its performance (Tehseen and Sajilan, 2016). The type of innovation, which can be in the form of reaching new customers and markets, is called an exploration strategy, while providing operational and service excellence for the existing customers is known as an exploitation strategy.…”

Section: Role Of Ambidexterity From the Internal And External Perspective And Dynamic Capabilitymentioning

confidence: 99%

“…On the other hand, the RDT considers that companies, especially SMEs, are not selfsufficient (Tehseen and Sajilan, 2016;Roundy and Bayer, 2019). Consequently, the resourceconstrained SMEs require critical external resources for their survival that make them dependent on the resource providers (Pfeffer and Salancik, 2003).…”

Section: Role Of Ambidexterity From the Internal And External Perspective And Dynamic Capabilitymentioning

confidence: 99%

The dynamics between balanced and combined ambidextrous strategies: a paradoxical affair about the effect of entrepreneurial orientation on SMEs’ performance

Nofiani

Indarti

Lukito-Budi

et al. 2021

JEEE

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Purpose This study aims to provide empirical findings of the extent to which the ambidexterity found in innovation and social networks will mediate the relationship between entrepreneurial orientation (EO) and firm performance (FP). This study also compares the ambidextrous strategy between the balanced dimension (BD) and combined dimension (CD) and examines their contribution to the small- and medium-sized enterprises (SMEs’) performance. Design/methodology/approach The current study used an explanatory research design by surveying a total of 205 fashion firms’ owners/managers in Yogyakarta, Indonesia, using a semi-structured questionnaire. Path analysis with mediating tests and independent t-tests were used. Findings The results revealed that innovation and social network ambidexterity mediate the relationship between EO and the SMEs’ performance. One ambidextrous strategy, the BD strategy, is superior to the CD one. The study makes an interesting discovery: the CD strategy apparently dominates FP when EO does not exist. Practical implications The study suggests that no ambidextrous strategy (i.e. BD and CD) used by the SMEs can fit all situations. In detail, the study provides four different strategies for SMEs to build organizational ambidexterity, namely, innovate and sustain; elevate; expand; and collaborate and survive. It is also suggested that the SMEs consider two main principles when dealing with an ambidextrous strategy, “anything that is too much is not always good” and “one size does not fit all.” By doing so, the SMEs are expected to be able to use internal and external resources and choose the most appropriate ambidextrous strategy to respond to the relevant situation (e.g. the changes of consumer behavior due to the COVID-19 pandemic). Originality/value Using a dynamic capability approach by integrating two perspectives, i.e. the internal (resource-based theory) and external (resource-dependency theory) perspectives, makes the study relevant and valuable to better understand the role and type of ambidexterity among SMEs as a mediating factor between EO and FP. This paper breaks new ground by confirming a paradoxical phenomenon concerning organizational ambidextrous practices within SMEs. Additionally, four strategies for ambidextrous were developed to respond to the anomaly.

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“…Esta competencia se ha considerado en la literatura como una variable fuertemente ligada a resultados positivos y ahorros de costes en las organizaciones (Procter & Currie, 2004) (Marin-Garcia et al, 2010;Marin-Garcia et al, 2008b;Marin-Garcia & Zarate-Martinez, 2008;Perello-Marin et al, 2016) Por otro lado, la red de trabajo puede definirse como "la capacidad de integrar/cooperar con agentes externos al grupo de trabajo natural" (Marin-Garcia et al, 2016a). Esta variable ha sido utilizada tradicionalmente como competencia organizativa (Soetanto et al, 2018;Tehseen & Sajilan, 2016). Pero desde hace unos años parece que toma cuerpo la aplicación del concepto de construir una red de relaciones a la competencia de las personas (Porter et al, 2016;Rasdi et al, 2013) y no de las organizaciones como colectivo.…”

Section: Antecedentesunclassified

Protocol: How to measure teamwork and networking competencies

Marín-García

Villaescusa

Bonavía

2019

Work. pap. oper. manag.

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<p class="Abstract">Our aim is present a protocol to develop a measurement questionnaire that allows a valid and reliable self-evaluation of the transversal competencies related to team work (TW) and networking (NW). It will be design to evaluate these competences among professionals from different organizations or job applicants. In this paper, we will focus on how to filter a bank of behavioral items, verifying that the items finally analysed: a) Represent one or several conceptual dimensions within TW or NW. b) Ensure the inter-agreement between independent evaluators to analyze the overlap between items and dimensions, and be able to classify the items in the correct dimension.c) Check that the set of items retained by agreement between evaluators represent all the subdimensions of team work and networking.</p>

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Network competence based on resource-based view and resource dependence theory

Cited by 27 publications

References 117 publications

Do blockchain and circular economy practices improve post COVID-19 supply chains? A resource-based and resource dependence perspective

Do blockchain and circular economy practices improve post COVID-19 supply chains? A resource-based and resource dependence perspective

The dynamics between balanced and combined ambidextrous strategies: a paradoxical affair about the effect of entrepreneurial orientation on SMEs’ performance

Protocol: How to measure teamwork and networking competencies

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