Preceding operational capabilities as antecedents for productivity and innovation performance

Abstract

This study focuses on the connections among operational capabilities, productivity, and innovation performance. Specifically, the study investigates whether preceding operational capabilities, particularly human, time management, and financing capabilities, affect total productivity, labor productivity, and innovation performance. Using data from 203 Finnish small- and medium-sized enterprises, this study shows that human and time management capabilities affect total productivity, whereas only human capabilities affect labor productivity. Both human and time management capabilities affect innovation performance. Hence, this study makes two main contributions to existing research on operational capabilities. As a first contribution, the study introduces three preceding operational capabilities—human, time management, and financing capabilities—as crucial elements to realize operational resources and practices, on one hand, and to establish operational capabilities, on the other hand. As a second contribution, this research adds to the literature a comprehensive investigation of the links of preceding operational capabilities with productivity (i.e., total productivity and labor productivity) and innovation performance.

Interrelatedness between Organizational Culture and Human Resource Management in the Context of Corporate Entrepreneurship

“…There are five research conducted in general which did not apply to one country since it only discusses literature review. Industrial fields that are the subject of numerous studies include the manufacturing sector (Brenk et al, 2019;Zhu, Liu, & Chen, 2018), the service industry (Fernandes, Ferreira, & Marques, 2013;Huang, 2014;Manca et al, 2018), health institutions (Nöhammer & Stichlberger, 2019), educational institutions (Nöhammer & Stichlberger, 2019), specialty in I n P r e s s hospitality (Cheng, et al, 2018;Espino-Rodríguez & Ramírez-Fierro, 2018), technology-based businesses (Jiao, Wei, & Cui, 2010), small and medium-sized enterprises (Saunila et al, 2020), start-ups (Tumasjan, Strobel, & Welpe, 2011), and companies in general (Petti & Zhang, 2011;Song, Li, & Qiu, 2010). Figure 3 provides the overview.…”

“…The complexities of conceptualization are demonstrated by the operationalization of organizational culture, HRM, and corporate entrepreneurship as it is used in different industries, such as technology, education, health, and so on. Organizational culture is an important attribute of work (Tumasjan et al, 2011), an intangible asset (Wang, 2011) in the form of attitudes, beliefs, experiences, and a management strategy that defines and guides the efforts of companies (Saunila et al, 2020) and is shaped by management-promoted values (Nöhammer & Stichlberger, 2019). Organizational culture refers to the patterns of beliefs and perceptions that affect individual actions held by organizational members.…”

“…The dedication created by human resource (HR) activities will enhance efficiency by growing employees' willingness to work together to build and share information. In another way, human resource management has an impact on organizational efficiency (Saunila et al, 2020).…”

“…(Hallak et al, 2018). Innovation is an essential part of competitive advantage (Saunila et al, 2020). It is believed that companies are to be imaginative, creative, cooperative, able to take chances and display engaging actions and appreciation for uncertainty (Tumasjan et al, 2011).…”

“…HRM environments can foster an organizational culture that is entrepreneurially focused, such as a creative and constructive culture On the other hand, corporate entrepreneurship is influenced by HRM. Human skills have a huge effect on total production, productivity of labor, and efficiency of innovation (Saunila et al, 2020). People can increase their capabilities and generate innovations through HRM.…”