Organizational capacity for change, change experience, and change project performance

Heckmann, Nadine; Steger, Thomas; Dowling, Michael

doi:10.1016/j.jbusres.2015.07.012

Cited by 106 publications

(171 citation statements)

References 74 publications

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“…Prior studies analyze internal factors using several variables such as innovation, technology, operational activities, human resource strengthening, marketing, research, and development [27][28][29][30][31][32][33][34][35][36]. Another variable that can take into account is the marketing strategy.…”

Section: The Relationship Between Internal Factors and Performancementioning

confidence: 99%

The Impact of Internal, External and Enterprise Risk Management on the Performance of Micro, Small and Medium Enterprises

et al. 2019

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This paper aims to develop the role of internal factors, external factors, and risk management variables on MSMEs’ business performance. This research was conducted in underdeveloped regions of five provinces, which includes 14 cities in Indonesia—East Java, West Sumatra, North Sumatra, West Nusa Tenggara, and East Nusa Tenggara. The Resource-based view and Market-based view methods were chosen to measure 1401 data of MSMEs. The data was collected using offline questionnaires then processed using SPSS. This paper demonstrates a remarkable outcome for MSMEs, showing the significant result of risk management factors that includes risk assessment of marketing and financial management. Other independent variables of internal, external, and risk management factors also show important outcomes on MSMEs performance. This paper offers additional value of the implementation of ERM in MSMEs, which are spread in underdeveloped regions in Indonesia. The findings shown that the activity of the enterprises in identifying and managing risk would bring up the significant effect on operational business performances.

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Section: The Relationship Between Internal Factors and Performancementioning

confidence: 99%

The Impact of Internal, External and Enterprise Risk Management on the Performance of Micro, Small and Medium Enterprises

et al. 2019

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“…Organizational capacity is the ability of an organization to meet its mission and perform all operations over the long term [40]. Capacity was initially introduced to the management literature in the 1950s [41,42] and has been invoked to explain capacities of schools [43,44], health care systems [45,46], sport organizations [47][48][49], and private businesses [50]. Organizational capacity is multidimensional, multidisciplinary, and context-relative [51].…”

Section: Organizational Capacitymentioning

confidence: 99%

Perceptions vs. Practice: A Longitudinal Analysis of Energy-Efficient and Energy Conservation Practices in Minnesota’s Tourism Industry

et al. 2019

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The importance of adopting sustainable practices in the tourism industry is well established. This project assessed tourism professionals’ perceptions of constraints and benefits to sustainable practices as well as actual implementation of energy practices across time. Adopting a longitudinal approach, perceptions and practices were tracked through an Internet-based questionnaire administered among tourism professionals in 2007, 2010, and 2013 in a Midwestern U.S. state. Professionals consistently agreed that attracting new clientele, improving consumer perceptions, and organizational image were benefits of sustainable practices, while initial financial costs constrained implementation. The most frequently implemented energy practices were using daylight and compact fluorescent light bulbs (CFLs). Only the use of two energy practices increased across time: using CFLs and Energy Star equipment. Overall, the adoption of sustainable practices was varied, and implementation rates remained minimally changed between 2007 and 2013. Reasons for the varied adoption and lack of changes in practice implementation may be explained by perceived barriers to implementation, lack of perceived benefits, and socio-economic contextual factors. With consideration to institutional theory and organizational capacity, industry and organizational-level implications are presented.

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“…How can organizations effectively facilitate organizational change in a dynamic environment? Scholars who have examined this subject have highlighted a range of challenges associated with organizational change, including the lack of definitional clarity (e.g., Heckmann et al, ; Suddaby and Foster, ), the high level of risk and uncertainty (e.g., Corley and Gioia, ; Elstak et al, ) and the lack of appropriate capabilities and internal processes (e.g., Dixon et al, ; Wiedner et al, ). Previous research has also highlighted that the effectiveness of organizational change is determined by the extent to which the organization is capable of engaging in a variety of innovation practices to deploy its resources (Heyden et al, ).…”

Section: Introductionmentioning

confidence: 99%

“…As explained by Teece (, p. 1398), organizational change is associated with ‘directing (and redirecting) resources … and possibly also reshaping organizational structures and systems so that they create and address technological opportunities and competitive threats’. Although previous studies have built on these perspectives and examined the respective effects of capabilities (Heckmann et al, ) and innovation (Jeong and Shin, ) on organizational change, the integrated effects of capabilities (Kuusela et al, ) and innovation practices on organizational change remain under‐examined. Specifically, it is unclear how organizations can leverage and implement their resources and capabilities through innovation practices to promote organizational change.…”

Section: Introductionmentioning

confidence: 99%

Realized absorptive capacity and entrepreneurial universities’ organizational change: the role of process innovation practices

2019

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Although essential to all institutions, organizational change is a complex and high risk activity. In this paper, we examine how organizations develop and implement capabilities to facilitate organizational change. Drawing on the dynamic capability perspective and a 'resourcing' synergy view, we investigate how realized absorptive capacity in terms of transformation and exploitation capability directly affects organizational change, and how process innovation practices act as an effective mechanism that link transformation and exploitation capability with organizational change. To distinguish our analysis, we focus on both an emerging organizational form and an emerging economy context. Specifically, on the basis of a questionnaire survey of 316 academics from entrepreneurial universities in Malaysia, we find that both transformation and exploitation capability are facilitators of organizational change. However, the relationship of transformation capability with organizational change is fully mediated by process innovation practices, while the relationship between exploitation capability and organizational change is partially mediated by process innovation practices. Our research therefore contributes to the dynamic capability perspective of organizational change and absorptive capacity by highlighting the importance of integrating organizational transformation and exploitation capability with process innovation practices in different ways to facilitate organizational change. Our findings and accompanying discussion on how process innovation practices can generate moves towards universities that are more entrepreneurial will also be of interest to university managers and policy makers.

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Organizational capacity for change, change experience, and change project performance

Cited by 106 publications

References 74 publications

The Impact of Internal, External and Enterprise Risk Management on the Performance of Micro, Small and Medium Enterprises

The Impact of Internal, External and Enterprise Risk Management on the Performance of Micro, Small and Medium Enterprises

Perceptions vs. Practice: A Longitudinal Analysis of Energy-Efficient and Energy Conservation Practices in Minnesota’s Tourism Industry

Realized absorptive capacity and entrepreneurial universities’ organizational change: the role of process innovation practices

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