Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

Drago, Henrique Faverzani; Moura, Gilnei Luiz de; Silva, Luciana Santos Costa Vieira da; Veiga, Claudimar Pereira da; Kaczam, Fabíola; Rita, Luciana Peixoto Santa; Silva, Wesley Vieira da

doi:10.1007/s43546-022-00392-2

Cited by 10 publications

(8 citation statements)

References 94 publications

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“…(2018) reported the moderating role of controlling and enabling uses of management control system for the effect of environmental innovation strategy on firm performance. Our finding on the moderation mechanism of knowledge acquisition also addressed the call for investigations into moderators related to organizational learning in Drago et al. ’s (2022) review of the effect of strategic changes on organizational performance.…”

Section: Discussionsupporting

confidence: 58%

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Hoang

Nguyen

2023

JSTP

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PurposeTo achieve business success in a competitive market, hospitality firms are urged to search for different ways to enhance the firms' innovation capabilities. Drawing on dynamic capability theory, this study examined the role of entrepreneurial leadership in promoting product and process innovation through the mediating effect of innovation strategy and the moderating effect of knowledge acquisition.Design/methodology/approachData were collected through a time-lagged (two waves, two months apart) survey from 137 managers and 322 employees working in 103 Vietnamese hotels. Structural equation modeling (SEM) was used to test the proposed hypotheses in our conceptual model.FindingsThe findings revealed that entrepreneurial leadership is positively associated with both product and process innovation. In addition, these relationships are mediated by innovation strategy. While the relationship between innovation strategy and product innovation is moderated by knowledge acquisition, evidence was not obtained for the moderation effect of knowledge acquisition on the link between innovation strategy and process innovation.Originality/valueThe findings advance innovation and leadership literature by identifying the roles of entrepreneurial leaders in managing an organization as a dynamic system and developing appropriate innovation strategy to adapt to rapidly changing environments. In addition, this study offers important implications for hospitality firms that are investing in innovation activities and are seeking ways to promote the firms' innovation of products and processes.

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Section: Discussionsupporting

confidence: 58%

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Hoang

Nguyen

2023

JSTP

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“…The concepts of strategic capabilities and the sustainable competitive advantage have provoked many academic discussions for several years (Teece, 2019). Understanding capabilities that can impact organizational performance and sustainability is pivotal for retaining the sustainable competitive advantage (SCA) given the current business complexities (Drago, et al, 2023). The effort by firms to undertake strategic actions that allow for the SCA against rivals in same industry is facing a major challenge in the modern, evolving business environment (Islami, Mustafa, & Topuzovska Latkovikj, 2020).…”

Section: Background Of the Studymentioning

confidence: 99%

Influence of Strategic Human Resource Capability on the Sustainable Competitive Advantage of Seed Companies in Kenya

Kosiom,

Uzel,

Otieno

et al. 2024

ijbmed

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The objective of this study was to look into the influence of strategic capabilities on the sustainable competitive advantage of seed companies in Kenya. The theories that supported the study were: Human Capital Theory and Competitive Advantage Theory. The research adopted a positivist approach because the role of the researcher was limited to data collection and interpretation in a manner which was observable and verifiable. The research used cross-sectional and descriptive where qualitative data was collected through reviewing of company manuals. A questionnaire was used to collect quantitative data from 76 private seed firms in Kenya, using stratified sampling technique, with 280 respondents from top management, finance, operations, and information communication technology departments. Strategic human resource capability was found to be positively related to sustainable competitive advantage (R= 0.356, p<0.05; β= 0.34542, p<0.05). Changes in sustainable competitive advantage among seed companies could be accounted for by strategic human resource capability for up to 12 percent. In conclusion, strategic human resource capabilities had a significant influence on the sustainable competitive advantage of seed companies in Kenya. This conclusion was supported by the study models’ statistics that indicated that strategic human resource capabilities influenced sustainable competitive advantage among seed companies in Kenya. Seed companies should foster a culture of continuous learning by the staff, job rotations and promote knowledge transfer. Skills identification and recruitment from the industry will promote the use of technology and benchmarking with industry best practices are encouraged to enhance organization strategic human resource capabilities.

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“…In Brazil, Drago et al (2023) investigated how institutional performance was affected by dynamic capabilities strategic planners. Systematic Literature Review [SLR] was adopted which covered planning conduct and development of knowledge.…”

Section: Empirical Reviewmentioning

confidence: 99%

“…The results revealed that the dynamic capabilities of strategic planners influenced positively and increased the competitive intensity of the organization with other institutions. However, Drago et al (2023) relied on secondary data which is often prone to biases on authors' opinions rather than the reality.…”

Section: Empirical Reviewmentioning

confidence: 99%

Influence of Strategic Planning on the Organizational Performance Among Commercial-Based Parastatals in Kenya

Lerai¹,

Rintari²,

Moguche³

2023

JBSM

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Purpose: To examine the influence of strategic planning on the organizational performance among commercial-based parastatals in Kenya. Methodology: The study used a descriptive research design to collect data on a target population of six (6) commercial based parastatals. The respondents were 45 departmental managers and 151 administrative staff. The study obtained the sample size of 40 departmental managers and 110 administrative staff using simple random method. They were issued with closed and open-ended. Further, pre-test study was conducted at Kenya Airways where 4 departmental managers and 11 administrative staff. Additionally, descriptive analysis, frequency tables and explanation were used to illustrate the results. Further, inferential statistics were be examined using multiple regression and correlation analysis. Results: The dependent variable results indicated that 75(69%) respondents strongly agreed on the highest mean of 4.37 (SD of 1.04), that the management motivated the staff to go and get a higher academic qualification. Additionally, on a mean of 3.67 (SD of 1.32), 51(48%) respondents strongly agreed that the number of clients has been increasing for the last few years. That notwithstanding, 85(79%) disagreed on a mean of 2.22 (SD of 0.73), that the parastatals had enough cash to meet their financial obligations effectively. The independent variable results indicated that 38(36%) and 19(18%) respondents strongly agreed and agreed respectively on a mean of 3.81(SD of 1.01), that strategic forecasting had significantly informed their strategic planning. This was closely followed by availability of resource allocation influenced employee motivation. This question had a mean of 3.55 (SD of 1.04) where 28(26%) respondents strongly agreed and 19 (18%) agreed on the sentiments. However, 39(36%) respondents strongly disagreed while 51(48%) disagreed that bench marking had always guided their strategic planning decisions on a mean score of 2.98 (SD of 1.04). The Pearson correlation coefficient was r=0.700** at α < 0.000 and 99% significance level indicating a positive correlation between strategic planning and organization performance. Unique contribution to theory, policy and practice: The basis of the parastatals’ strategic planning was not supported by any bench marking but rather a specific individual’s knowledge and experience. Therefore, when the individual at any capacity left the parastatal, the remaining team did not have a clear way of formulating strategies or benchmarking them with other corporates. The study recommends that there should be developed processes of strategic planning which are well documented by the management and have a policy to guide on what should done, who should be consulted and when should that happen in case of eventualities. Further, the management should encourage work mentorship from senior management to junior employees to orient them on management issues. This would help the employees gather relevant skills and knowledge to make strategic decision, when need be, on behalf of the parastatal.

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Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

Cited by 10 publications

References 94 publications

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Influence of Strategic Human Resource Capability on the Sustainable Competitive Advantage of Seed Companies in Kenya

Influence of Strategic Planning on the Organizational Performance Among Commercial-Based Parastatals in Kenya

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