Strategic Decision Speed and International Performance: The Roles of Competitive Intensity, Resource Flexibility, and Structural Organicity

Adomako, Samuel; Frimpong, Kwabena; Amankwah‐Amoah, Joseph; Donbesuur, Francis; Opoku, Robert A.

doi:10.1007/s11575-021-00439-w

Cited by 33 publications

(23 citation statements)

References 112 publications

(167 reference statements)

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“…Second, the present study extends our knowledge on the boundary conditions of the impacts of R&D support on technological capability. Although the role of R&D support on technological capability has been examined (Adomako, Frimpong, Amankwah‐Amoah, et al, 2021a; Kang, Baek, & Lee, 2017), the conditions under which the use of R&D support drives technological capability remain elusive. It can be concluded that this study is the first to examine technological turbulence, a moderating variable on this relationship.…”

Section: Discussionmentioning

confidence: 99%

“…Second, SMEs in Ghana have attained some of the trappings of internationalization, specifically their presence in the Economic Community of West Africa States (ECOWAS) sub‐region. Therefore, using SMEs from Ghana to test our hypotheses will help us to contribute to the IB literature by examining how and when firms could leverage the effects of R&D support in their internationalization drive (Adomako et al, 2021b; Adomako, Amankwah‐Amoah, Tarba, & Khan, 2021c; Adomako, Frimpong, Amankwah‐Amoah, Donbesuur, & Opoku, 2021a).…”

Section: Methodsmentioning

confidence: 99%

“…This article focused on manufacturing SMEs because the manufacturing sector in developing economies is considered the engine of growth in terms of employment and other positive spillovers (Tybout, 2000). This paper also focused on SMEs because African countries are heavily dependent on SMEs to promote economic growth (Adomako et al, 2021a). For instance, Mamman, Bawole, Agbebi, and Alhassan (2019) reported that the SME sector accounts for 50% of employment in most of the sub‐Saharan countries.…”

Section: Methodsmentioning

confidence: 99%

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R&D support, technological turbulence, and SMEs' degree of internationalization: The mediating role of technological capability

Adomako

Amankwah‐Amoah

Danquah

2022

Thunderbird Intl Bus Rev

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This article examines the role of R&D support in the degree of internationalization through the mediating mechanism of technological capability. We also investigate the moderating role of technological turbulence in the relationship between R&D support and technological capability. Using primary data collected from 227 firms engaged in cross-border activities, and employing moderated mediation analysis, the results show that R&D support positively relates to technological capability, and this relationship is moderated by technological turbulence. Moreover, the impact of R&D support on firms' degree of internationalization is mediated by technological capability. The findings from the study provide implications for IB theory and practice.

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Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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R&D support, technological turbulence, and SMEs' degree of internationalization: The mediating role of technological capability

Adomako

Amankwah‐Amoah

Danquah

2022

Thunderbird Intl Bus Rev

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“…Under conditions of competitive rivalry, (1) firms are engaged in continuous and quick introduction of innovative products with an intention to outperform competitors and acquire market share (Bachmann, Ohlies, and Flatten 2021); (2) price, promotion, and other wars are more likely to erupt among rival firms in an effort to gain market share (Ndubisi et al 2020); and (3) customers have greater information about alternative market offerings, increasing in this way the possibility to switch among competitors (Adjei, Griffith, and Noble 2009). These conditions necessitate specific actions by SMEs, such as making quick and proactive movements (Adomako et al 2021), becoming more responsive to competitors’ actions and market needs (Gaur, Vasudevan, and Gaur 2011), and taking riskier initiatives to improve differentiation from the competition (Abebe and Angriawan 2014).…”

Section: Background Researchmentioning

confidence: 99%

Effective Small and Medium-Sized Enterprise Import Strategy: Its Drivers, Moderators, and Outcomes

Leonidou

Palihawadana

Aykol

et al. 2022

Journal of International Marketing

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We propose a conceptual model of the drivers, moderators, and outcomes of a firm’s effective import strategy, anchored on the Dynamic Capabilities and Industrial Organization theories. While the former theory explains the mechanism through which dynamic capabilities facilitate import strategy effectiveness that boosts competitive advantage and ultimately enhances financial performance, the latter theory sets the foundation for explaining the contingency role of both competitive intensity and environmental uncertainty on translating effective import strategy into competitive advantage. The model was tested using a sample of 151 British importers of small-to-medium size, with results indicating that possession of high levels of certain dynamic capabilities of a generic (i.e., adaptive and entrepreneurial) and import-specific (i.e., source identification and market development) nature are conducive to import strategy effectiveness. The latter was found to generate both product-differentiation advantage and low-cost advantage, although this was contingent on the degree of competitive intensity and environmental uncertainty prevailing in the importer’s home market. Finally, it was confirmed that both product-differentiation advantage and low-cost advantage have a favorable impact on the importer’s financial performance.

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“…Among the subtypes described in the literature, two kinds of flexibility are in line with the aims of this study. The first concerns resource flexibility , dealing with the ability to dynamically reallocate resources while strengthening them [ 12 ]. This study highlights the internal dimension of hospitals to explain their capacity to effectively manage two competing sets of needs.…”

Section: Introductionmentioning

confidence: 99%

The other side of the crisis: organizational flexibility in balancing Covid-19 and non-Covid-19 health-care services

Troisi

Simone

Vargas

et al. 2022

BMC Health Serv Res

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Background Many healthcare systems have been unable to deal with Covid-19 without influencing non-Covid-19 patients with pre-existing conditions, risking a paralysis in the medium term. This study explores the effects of organizational flexibility on hospital efficiency in terms of the capacity to deliver healthcare services for both Covid-19 and non-Covid-19 patients. Method Focusing on Italian health system, a two-step strategy is adopted. First, Data Envelope Analysis is used to assess the capacity of hospitals to address the needs of Covid-19 and non-Covid-19 patients relying on internal resource flexibility. Second, two panel regressions are performed to assess external organizational flexibility, with the involvement in demand management of external operators in the health-care service, examining the impact on efficiency in hospital capacity management. Results The overall response of the hospitals in the study was not fully effective in balancing the needs of the two categories of patients (the efficiency score is 0.87 and 0.58, respectively, for Covid-19 and non-Covid-19 patients), though responses improved over time. Furthermore, among the measures providing complementary services in the community, home hospitalization and territorial medicine were found to be positively associated with hospital efficiency (0.1290, p < 0.05 and 0.2985, p < 0.01, respectively, for non-Covid-19 and Covid-19 patients; 0.0026, p < 0.05 and 0.0069, p < 0.01, respectively, for non-Covid-19 and Covid-19). In contrast, hospital networks are negatively related to efficiency in Covid-19 patients (-0.1037, p < 0.05), while the relationship is not significant in non-Covid-19 patients. Conclusions Managing the needs of Covid-19 patients while also caring for other patients requires a response from the entire healthcare system. Our findings could have two important implications for effectively managing health-care demand during and after the Covid-19 pandemic. First, as a result of a naturally progressive learning process, the resource balance between Covid-19 and non-Covid-19 patients improves over time. Second, it appears that demand management to control the flow of patients necessitates targeted interventions that combine agile structures with decentralization. Finally, untested integration models risk slowing down the response, giving rise to significant costs without producing effective results.

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Strategic Decision Speed and International Performance: The Roles of Competitive Intensity, Resource Flexibility, and Structural Organicity

Cited by 33 publications

References 112 publications

R&D support, technological turbulence, and SMEs' degree of internationalization: The mediating role of technological capability

R&D support, technological turbulence, and SMEs' degree of internationalization: The mediating role of technological capability

Effective Small and Medium-Sized Enterprise Import Strategy: Its Drivers, Moderators, and Outcomes

The other side of the crisis: organizational flexibility in balancing Covid-19 and non-Covid-19 health-care services

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