Search results

The purpose of this paper is to focus on studying the impact of collaborative technologies on firm performance. The methodology used analyzes the influence of collaborative technologies not only directly but through an intermediary variable. This variable represents different intranet use orientations (e‐information, e‐communication and e‐transaction).

A structured questionnaire consisting of close‐ended questions was developed. Face‐to‐face surveys were conducted on a sample comprising 310 Spanish firms in May 2005. Research hypotheses were tested through ANOVA and hierarchical regression analyses.

Empirical results show that distinct collaborative technologies are associated with different intranet use orientations and demonstrate there is a positive relationship between e‐information and organizational performance. That is, the use of collaborative technologies with an informational orientation contributes to increased organizational performance. In addition, the existence of complementarities between e‐information and e‐communication were found. Thus, firms using collaborative technologies for e‐information in conjunction with e‐communication achieve better performance. The collaborative technology that has the greatest impact on firm performance is in fact the less employed.

This study confirms collaborative technologies are oriented to different, but compatible, uses. However, only certain uses present complementarities and have a direct impact on firm performance.

The purpose of this article is to measure knowledge management (KM) implementation and determine KM strategy by assigning KM instruments into KM orientations.

Information is collected from ten SMEs in Spain and ten in Austria taking part in a KM audit project.

Results show that instruments can be used to diagnose KM strategy. Besides, some firm's characteristics as industry, national culture, size and age act as contingent factors. Personalisation strategy is predominant probably due to be more feasible in first KM stages.

Besides the increase of cases, business strategy could be introduced to explore relationships with KM instruments and strategy.

This study helps management to auto‐diagnosis its KM implementation and strategy

Instead of sophisticated measures, KM strategy is revealed considering knowledge instruments use.

The purpose of this paper is to analyze the differences and similarities that arise between manufacturing and service firms with regard to the impact of business model objectives on marketing innovation activities.

This study focuses on business model objectives and marketing innovations activities. As described by Oslo Manual, marketing innovations involve changes in product design, promotion, placement and pricing. Relationships between business model objectives and marketing innovations are based on the analysis of 9,525 firms, 5,488 of which are manufacturing companies and 4,037 of which are service companies.

Findings reveal distinctive results in the adoption of marketing innovation, depending on the business model objectives being pursued and the type of companies (manufacture or service) considered.

This research goes further than prior studies by identifying more precisely the particularities that differentiate the manufacturing and service sectors.

Firm’s age and size are not significant restrictions to introduce new marketing innovations in manufacturing or service sectors. In contrast, the business model objective to enter a new market is a significant driver of marketing innovations in most cases.

The focus on business model objectives and their impact on marketing innovations is novel. In addition, this study focuses on a large-scale sample that allows us to compare differences between manufacturing and service companies.

Research on Science parks (SPs) has attracted a growing interest in the last decades. This widespread innovation policy initiative pursues technology-based industrial and entrepreneurial growth through business development and technology transfer across new and mature firms. Despite the common agreement on SPs' potential benefits, literature have showed mixed results regarding the performance of SPs. To explain this findings, current research pointed out at the lack of a common guiding framework. To cover this knowledge gap, this manuscript proposes an integrative definition and research model together with a multidimensional measurement instrument suitable to encompass the diverse reality of this global phenomenon.

Based on a systematic literature review of 281 indexed journal articles published between 1990 and 2018, the paper provides an integrative framework of enabling factors of SPs' performance.

The results illustrate an integrative conceptual framework of SPs that allows further comparison and generalization of research. At the same time, this manuscript provides valuable insights for managers and entrepreneurs as it conveys a standardized view of SPs' internal context useful for benchmarking.

Grounded in the resource-based view (RBV), the paper conducts a thorough literature review to develop an integrative research model featuring three value streams: physical infrastructures, formal links and support services. In addition, a multidimensional measurement tool to operationalize these three dimensions is proposed.

The influence of entrepreneurial orientation and knowledge management on innovation, the influence of knowledge management on the implementation of strategies and the influence of entrepreneurial orientation, knowledge management, innovation, implementation of strategies to organizational performance, where the organization referred to is an Islamic boarding school.

This research applied quantitative causal design and was an explanatory research. It was conducted at an Islamic boarding school in Malang in the period of April to December 2017. The population of this study included the managers of the pesantren, teachers and employee representatives making strategic decisions. The unit of analysis in this study consisted of Pondok Pesantren Ar Rohmah Putra, Pondok Pesantren Ar Rohmah Putri, Pondok Pesantren Al Izzah, Tazkiyah IIBS, Pondok Pesantren Darul Maghfirroh, Pondok Pesantren An Nur Putra, Pondok Pesantren An Nur Putri, PSBB MAN 3 Malang, Pondok Pesantren Ar Rifa’i Putra and Pondok Pesantren Ar Rifa’i Putri.

First, entrepreneurial orientation and knowledge management have a significant and positive impact on the improvement of innovation. This means that the higher the entrepreneurial orientation and knowledge management by Islamic boarding schools, the better the innovation in business competitiveness. Second, knowledge management positively affects the strategy implementation. This means the better the knowledge management, the better the strategy implementation of within the framework of business competitiveness of Islamic boarding schools. Third, entrepreneurial orientation, knowledge management and strategy implementation have a significant effect on the improvement of performance of Islamic boarding schools. The higher the entrepreneurial orientation, knowledge management and strategy implementation, the better will be the performance of Islamic boarding schools.

This study is one of the few studies that examine the influence of entrepreneurial orientation, knowledge management on innovation, implementation of strategies and the impact on organizational performance.

The purpose of this paper is to analyse the direct effects of strategic orientation in innovation and competition on personalisation and codification type knowledge management (KM) strategies and their organisational creativity.

The authors counter-checked the hypothesis model with a sample of 169 companies in emerging markets that adopt technology: a country such as Colombia. To do so, the authors used structural equations with the least squares model.

The data indicate that both KM strategies positively influence creativity; however, personalisation has a greater effect. Additionally, SG for innovation has a positive effect on both KM strategies; however, for competition, KM only has an influence on codification.

The relation between KM strategies and creativity has been approached on a strictly theoretical level; therefore, this paper provides empirical evidence on the subject. It also establishes the direct effect that SG has on KM strategies, which have so far only been tangentially analysed. In so doing, it goes further than the limitations in the literature regarding analysis of the KM-creativity relationship, but it does not consider business strategy implications.

el artículo busca analizar los efectos directos de la orientación estratégica (OE) a la innovación y a la competencia, sobre las estrategias de gestión del conocimiento (GC), de personalización y codificación y, de estas últimas, sobre la creatividad organizacional.

el modelo de hipótesis se contrastó en una muestra de 160 empresas situadas en un país emergente y tecnológicamente seguidor como Colombia. Para ello, se utilizaron ecuaciones estructurales por el método de los mínimos cuadrados.

los datos indican que ambas estrategias de GC influyen positivamente sobre la creatividad, sin embargo, el efecto de la personalización es mayor. Además, la OE a la innovación incide positivamente sobre ambas estrategias de GC, sin embargo, la OE a la competencia solo influye sobre la codificación.

la relación entre estrategias de GC y creatividad se ha planteado en el plano estrictamente teórico, por ende, este artículo aporta evidencia empírica sobre el particular. Además, establece el efecto directo de la OE sobre las estrategias de GC que ha sido analizado de manera tangencial y, de este modo, se superan las limitaciones que se han planteado en la literatura en torno a la forma como se ha venido analizando la relación GC-creatividad, sin considerar las implicaciones de la estrategia del negocio.

The purpose of this paper is to examine how the familiar character of the firm affects its size and performance. Specifically, if the confluence of business and family dimensions affects their chances of survival.

With data from 581 family, small to medium‐sized enterprises (SMEs), the possible negative relationship between family, on the one hand, and size and performance, on the other hand is analyzed. First, the authors made a cluster analysis which distinguishes four groups attending the source of management, family next to external, and the generation, first against the rest. In addition, the authors contrast the existence of non‐linear adjustment through quadratic regressions.

Cluster analysis shows that the firms with family management in first generation are the ones with smaller size and worse performance. Regression analysis contrasts the negative relationship, but exclusively linear in nature. For all companies, regardless of the familiar character, the study confirms a negative relation of quadratic character. This paper clarifies the theories about the life cycle, so that they may be applicable to the family business. The companies must overcome the early stages, where the entrepreneurial impulse is key, to give way to more professionalized structures.

There are two fundamental contributions of this study. The first relates to the use of quadratic functions to model the relationship between family management and size and performance. The second relates to the life cycle of the family business and the role played by the family management; for that end the authors compare companies of family management in first generation with other companies to see to what extent the decision to retain a smaller size to preserve the family character is intentional.

The purpose of this study is to identify the relationship between collaborative innovation and the financial performance of information technology (IT) firms through the mediating role of strategic agility and absorptive capacity. Customer knowledge management capability (CKMC) is also explored as a potential moderator.

Data were collected from 300 respondents working in different small to medium IT enterprises operating in different cities around Portugal. The simple random sampling method was used for data collection, and Smart partial least squares-structural equation modeling (Smart PLS-SEM version 3.2.8) was used to test the hypotheses.

The findings demonstrate that collaborative innovation contributes significantly to the financial performance of IT firms in Portugal. The results also indicate that absorptive capacity and strategic agility both positively and significantly affect the relationship between collaborative innovation and firms’ financial performance. However, while the moderating role of CKMC has a positive and significant effect on the relation between collaborative innovation and strategic agility, CKMC insignificantly moderates the relation between collaborative innovation and absorptive capacity.

Few studies have explicitly connected collaborative innovation with firms’ financial performance; this study attempts to fill that gap. Moreover, this research investigates the mediating role of strategic agility and absorptive capacity in the relationship between collaborative innovation and financial performance. Finally, by discussing the moderating effect of CKMC, which leads to enhanced financial performance, this study proposes that when complex and unpredictable situations occur, managers should focus on customer-oriented strategies and innovation at the same time to outpace their competitors.

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.