Organizational Capabilities and Profitability

López‐Cabarcos, M. Ángeles; Göttling-Oliveira-Monteiro, Sérgio; Vázquez-Rodríguez, Paula

doi:10.1177/2158244015616852

Cited by 23 publications

(17 citation statements)

References 101 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…al., 2012;Para-González, 2018). This study seeks to investigate empirically whether transformational leadership influences organizational performance through organizational capabilities, where organizational capabilities are seen from marketing capabilities, technical capabilities and organizational capabilities as a whole (López-Cabarcos et. al., 2015;López-Cabarcos et.…”

Section: Transformational Leadershipmentioning

confidence: 99%

“…al., 2006). The capability must focus on three important elements (a) managing an efficient and effective production department that is open to product and process innovation, (b) developing technical knowledge and expertise by exploring economies of scale, and (c) investing in equipment and technological capabilities (López-Cabarcos et. al., 2015).…”

Section: Transformational Leadership and Organizational Capabilitiesmentioning

confidence: 99%

“…Several studies have found that the capabilities of a company have a positive impact on organizational performance (Henri, 2006;Krasnikov & Jayachandran, 2008;Lekatompessy, 2012;López-Cabarcos, et. al., 2019;López-Cabarcos, et. al., 2015;Spanos & Lioukas, 2001).…”

Section: Introductionmentioning

confidence: 99%

“…al., 2019;Hamidizadeh, Oboudi & Ramezani, 2017;Lekatompessy, 2012;López-Cabarcos, et. al., 2019;López-Cabarcos, et. al., 2015;Song et.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities

Sari

Junita

Anugerah

et al. 2019

Global J. Bus. Soc. Sci. Review

View full text Add to dashboard Cite

Objective - This study aims to investigate the extent to which transformational leadership could enhance financial and social performance of village-owned enterprises through organizational capabilities. Methodology/Technique – This study conducted a survey involving village-owned enterprises in Siak Regency, Indonesia. 121 questionnaires were distributed directly to the directors of village-owned enterprises and 89 completed and usable responses were received. Data was analyzed using WarpPLS 5.0 to determine that transformational leadership, directly and indirectly through organizational capabilities can enhance financial and social performance of village-owned enterprises. Finding - This study demonstrates that transformational leadership has a positive direct effect on organizational performance. Transformational leadership also has a positive effect on organizational performance through organizational capabilities. This study proves that organizational capabilities act as a partial mediator on the relationship between transformational leadership and organizational performance. Novelty - The results of this study demonstrate that transformational leaders are important in improving the performance of village owned enterprises. Therefore, this study suggests that village consultative bodies need to consider the behavioural characteristics of transformational leadership in recruiting village-owned enterprise directors. Type of Paper: Empirical. Keywords: Transformational Leadership; Organizational Capabilities; Financial Performance; Social Performance; Village-owned Enterprises. Reference to this paper should be made as follows: Sari, R.N; Junita, D; Anugerah, R; Zenita, R. 2019. Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities, Global J. Bus. Soc. Sci. Review 7(4): 224 – 238. https://doi.org/10.35609/gjbssr.2019.7.4(3) JEL Classification: L21, L25.

show abstract

Section: Transformational Leadershipmentioning

confidence: 99%

Section: Transformational Leadership and Organizational Capabilitiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…al., 2019;Hamidizadeh, Oboudi & Ramezani, 2017;Lekatompessy, 2012;López-Cabarcos, et. al., 2019;López-Cabarcos, et. al., 2015;Song et.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities

Sari

Junita

Anugerah

et al. 2019

Global J. Bus. Soc. Sci. Review

View full text Add to dashboard Cite

show abstract

“…Empirical Literature: Notable studies (see Lau, Man & Chow, 2004;López-Cabarcos et al, 2015;Van Oppen & Brugman, 2009) have shown that organisational capabilities in different organisations are correlated with several outcomes, such as business performance and social influence. Regarding the effect of organisational capabilities on business performance, Zehir and Acar (2006), using a survey, examined organisational capabilities and their effect on business performance.…”

Section: Dependent Variablementioning

confidence: 99%

Organisational Capabilities and Replicating Successful Programs Designed to Empower Poor Youths: A Correlational Study

Igbinakhase

Naidoo

2018

JEBS

View full text Add to dashboard Cite

This article reports on the investigated relationship between the organisational capabilities of youth-serving non-governmental organisations (NGOs) and the replication of successful programmes designed to empower poor youths in Nigeria. The data used in this study were obtained from 187 youthserving NGOs in Nigeria registered with the Nigeria Network of Non-Governmental Organisations, the Conference of Non-Governmental Organisations (Edo State chapter), the Civil Society for HIV/AIDS in Nigeria (Edo State chapter) and the National Youth Council of Nigeria (Edo State chapter). Pearsonâ€™s correlation r was used to examine the relationship between the research variables and a positive relationship was found between the organisational capabilities of youth-serving NGOs and the replication of successful programmes designed to empower poor youths. In addition, regression analysis was used to determine the organisational capabilities of youth-serving NGOs that predicted the replication of successful programmes designed to empower poor youths in Nigeria, and it was found that adequate staffing, alliance-building, lobbying, replication and stimulating market forces significantly predicted the replication of successful programmes designed to empower poor youths in Nigeria. The study therefore recommends that appropriate measures be put in place by managers of youth-serving NGOs to ensure that the main predictors of the replication. Of successful programmes designed to empower poor youths are adequate to aid successfully in the replication of successful programmes designed to empower poor youths in Nigeria while also giving adequate attention to other organisational capabilities contained in the SCALERS model.

show abstract

Creating value by corporate anti‐corruption models: An empirical analysis in the Italian scenario

Trequattrini,

Nappo,

Cuozzo

et al. 2024

Corp Soc Responsibility Env

View full text Add to dashboard Cite

This paper aims to identify the main issues and drivers of sustainable corporate governance to prevent corruption and increase companies' profitability by drafting corporate organizational models, highlighting exploratory evidence from the corporate sample. This document is based on two phases. First, the analysis aims to understand any link between adopting an organization, management, and control model according to Legislative Decree 8 June 2001, no.—231 and company performance. The survey concerned a sample of companies operating in the construction sector. We have therefore tried to demonstrate whether the companies in possession of the so‐called “231 model” present higher profitability than the same companies in the industry, which, on the contrary, have decided not to adopt this model. Second, the content analysis research method is applied to the corporate organizational models that have adhered to drafting the documents on the sample of companies. It was investigated whether companies operating in the construction sector, which adopt an organizational model, have higher performances than companies which do not adopt an organizational model in line with the Italian Legislative Decree 231 and whether there is a correlation between the adoption of a “complete” organizational model in line with Italian Legislative Decree 231 and company performance. This paper proposes the analysis of the sustainable compliance models of Italian companies to prevent corruption and profitability in their corporate governance and the path for future research on the topic.

show abstract

Organizational Capabilities and Profitability

Cited by 23 publications

References 101 publications

Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities

Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities

Organisational Capabilities and Replicating Successful Programs Designed to Empower Poor Youths: A Correlational Study

Creating value by corporate anti‐corruption models: An empirical analysis in the Italian scenario

Contact Info

Product

Resources

About