The Day of Small Beginnings: Bricolage as a Source of Dynamic Capabilities in Young Firms

Fultz, Andrew; Baker, Ted

doi:10.5465/ambpp.2017.14798abstract

Cited by 4 publications

(6 citation statements)

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“…Although EB cannot expand the resources, it ensures better performance, growth, efficient resource utilisation and diversity (Kouhizadeh et al , 2019). Fultz and Baker (2017) and March (1991) added that EB enhances dynamic capabilities in contemporary companies with OA. EB achieves more with minimal resource utilisation and fosters frugal innovation (Sharmelly and Ray, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Fultz and Baker (2017) assert that EB influences organisational performance ambivalently. EB acts as a catalyst for change or innovation, particularly in SMEs, when institutional support is insufficient or resources are scarce during times of uncertainty (Urban and Mutendadzamera, 2021; Gunday et al , 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Levi–Strauss and Wolfram initiated the idea of bricolage to illustrate situations where one must use “whatever is available” (Fu et al , 2020). Later, this term extended to a business’s process of producing different value-added products and services from existing resources (Fultz and Baker, 2017) and using minimal resources (Cai et al , 2019). As SMEs have more flexibility, risk-taking capacity and proactivity than large firms (Nor-Aishah et al , 2020), EB is more applicable.…”

Section: Introductionmentioning

confidence: 99%

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Paradoxes on sustainable performance in Dhaka’s enterprising community: a moderated-mediation evidence from textile manufacturing SMEs

Hossain

Teh

Tabash

et al. 2022

JEC

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Purpose Manufacturing small and medium-sized enterprises (SMEs) are heading towards smart manufacturing despite growing challenges caused by globalisation and rapid technological advancement. These SMEs, particularly textile SMEs of Bangladesh, also face challenges in implementing sustainability and organisational ambidexterity (OA) due to resource constraints and limitations of conventional leadership styles. Adopting paradoxical leadership (PL) and entrepreneurial bricolage (EB) is important to overcome the challenges. However, these dynamics are less explored in academia, especially in the Bangladeshi textile SMEs context. Hence, the purpose of this study is to investigate the influence of the adoption of smart technologies (ASTs), PL and OA, EB on sustainable performance (SP) of textile SMEs in Bangladesh. Design/methodology/approach A cross-sectional and primary quantitative survey was conducted. Data from 361 textile SMEs were collected using a structured self-administrated questionnaire and analysed by partial least square structural equation modelling (PLS-SEM). Findings The statistical outcome confirms that ASTs and PL significantly influence SP and OA. OA plays a significant mediating role for PL and is insignificant for ASTs, and EB significantly moderates among ASTs, PL and SP. Research limitations/implications As this study is cross-sectional and focussed on a single city (Dhaka, Bangladesh), conducting longitudinal studies and considering other parts of the country can provide exciting findings. Practical implications This research provides valuable insights for policymakers, management and textile SMEs in developing and developed countries. By adopting unique and innovative OA, PL and EB approaches, manufacturing SMEs, especially textile companies, can be more sustainable. Originality/value This study has a novel, pioneering contribution, as it empirically validates the role of multiple constructs such as AST, PL, OA and EB towards SP in the context of textile SMEs in a developing country like Bangladesh.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Paradoxes on sustainable performance in Dhaka’s enterprising community: a moderated-mediation evidence from textile manufacturing SMEs

Hossain

Teh

Tabash

et al. 2022

JEC

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“…Dans les recherches en Gestion des Ressources Humaines (GRH) le bricolage est également souvent assimilé à de l'improvisation (Vignikin et al 2016), de la créativité (Gallego-Roquelaure et Adla, 2019 ;Coron et Pigeyre, 2020) ou encore de l'agilité (Anasse et al, 2020). Rarement le bricolage est identifié ou analysé comme un outil de GRH à part entière alors que sa pratique, souvent informelle (Havard et Ingham, 2018), est régulièrement mise en oeuvre pour gérer et piloter des ressources humaines.…”

Section: Introductionunclassified

“…Pourtant, en management, le bricolage a fait l'objet de descriptions très détaillées des formes qu'il peut prendre ainsi que des ressources et des répertoires qu'il mobilise (Duymedian et Ruling, 2010). Certains travaux (Cunha, 2005 ;Philips et Tracey, 2007), en le décrivant comme une capacité dynamique des organisations, démontrent que ce bricolage peut connaitre de forts changements notamment par l'élargissement des répertoires de bricolage et la création de nouvelles combinaisons de ressources (Fultz et Baker, 2017). En revanche, les manières dont ces changements s'opèrent, restent particulièrement mal connues (MacMaster et al, 2014).…”

Section: Introductionunclassified

Le bricolage en gestion des ressources humaines et ses évolutions

Mériade¹

2023

@Grh

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Cet article examine dans quelles mesures des pratiques de bricolage peuvent s’exprimer dans la Gestion des Ressources Humaines (GRH) des organisations. Le bricolage dans les organisations est défini comme la manière de faire face à de nouveaux problèmes ou opportunités avec les « moyens du bord ». Dans le domaine de la Gestion des Ressources Humaines (GRH), les pratiques de bricolage sont peu identifiées. Nous analysons ces pratiques de bricolage à travers l’étude de cas de la gestion de l’absentéisme de courte durée d’un Centre Hospitalier Universitaire (CHU) français, avant et pendant la crise de la Covid-19. À partir de la proposition d’un cadre d’analyse des dynamiques du bricolage dans les organisations, les résultats de cette étude identifient, dans cet établissement, pour gérer cet absentéisme, trois principales formes de bricolage (individuel, collectif familier, collectif conventionnel) et deux dynamiques d’évolution de ce bricolage (dynamiques des objectifs et de mise en œuvre), observées durant la crise de la Covid-19.

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Entrepreneurial bricolage, ambidexterity structure, and new venture growth: Evidence from the hospitality and tourism sector

Chen

Xiang

et al. 2020

International Journal of Hospitality Management

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The Day of Small Beginnings: Bricolage as a Source of Dynamic Capabilities in Young Firms

Cited by 4 publications

References 0 publications

Paradoxes on sustainable performance in Dhaka’s enterprising community: a moderated-mediation evidence from textile manufacturing SMEs

Paradoxes on sustainable performance in Dhaka’s enterprising community: a moderated-mediation evidence from textile manufacturing SMEs

Le bricolage en gestion des ressources humaines et ses évolutions

Entrepreneurial bricolage, ambidexterity structure, and new venture growth: Evidence from the hospitality and tourism sector

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