Mona Rashidirad and Hamid Salimian
The purpose of this research is to explicate the role of dynamic capabilities in the ability of small- and medium-sized enterprises (SMEs) to create value and also investigate the…
Abstract
Purpose
The purpose of this research is to explicate the role of dynamic capabilities in the ability of small- and medium-sized enterprises (SMEs) to create value and also investigate the relationship among different dynamic capabilities, competitive strategy and SMEs’ value sources.
Design/methodology/approach
Empirical evidence based on a survey conducted on a sample of 441 UK-based SMEs was used to test the research hypotheses.
Findings
The findings illustrate that sensing, learning, integrating and coordinating capabilities play a significant role in SMEs’ value creation, and competitive strategy mediates the impact of dynamic capabilities on value creation.
Research limitations/implications
This study demonstrates the benefits of understanding the relationship among the four types of dynamic capabilities, competitive strategy and value creation. Moreover, this study contributes to the notion of the contingency nature of dynamic capabilities.
Practical implications
It offers managers insight into the aspects on which to focus their efforts to enhance their firm’s capacity of value creation.
Originality/value
While much of the prior studies have conceptually/qualitatively investigated the financial return of uni-dimensional dynamic capabilities of large firms in the manufacturing sector, this study made a significant effort to quantitatively examine the non-financial value potential of SMEs in service sector through four processes of dynamic capabilities.
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Mona Rashidirad, Hamid Salimian and Ebrahim Soltani
The aim of this study is to examine the impact of the fit between product-service strategy and sensing capability on novelty, and the potential moderating impact of contextual…
Abstract
Purpose
The aim of this study is to examine the impact of the fit between product-service strategy and sensing capability on novelty, and the potential moderating impact of contextual factors (i.e. technological and market turbulence) on novelty.
Design/methodology/approach
In line with the aim of the study, a quantitative approach is adopted and a multi-item scale survey is designed to collect primary data. Using a mixed mode survey, a total number of 491 questionnaires are collected from a sample of UK-based telecommunications firms. Multiple regression is used to test the hypotheses and predict the outcomes.
Findings
The results support the positive contribution of a contingency approach to the study of the impact of the fit between product-service strategy and sensing dynamic capability on novelty. The results also partially confirm the reinforcing impact of technological and market turbulence on novelty.
Originality/value
This study extends research on product-service strategy and sensing capability by adopting a contingency view, which intends to serve two purposes: to complement the existing reductionistic explanations and to explore how the relationship between product-service strategy and sensing capability could create novelty as well as the degree to which this relationship could be moderated in light of the external contextual factors.
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Paul Levy, Joe Morecroft and Mona Rashidirad
Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant…
Abstract
Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant strategic change. The company is attempting to move from being a tradition managed service provider of information services towards becoming a significant influencer in the market for digital services in the UK. As part of a knowledge transfer partnership (KTP), a local UK University has been closely involved in developing this new strategic direction and it is well poised to present and analyse the story. From the use of tried and tested strategic tools, including Porter's generic strategies and segmentation and targeting, the company has also embraced digital-specific approaches for developing partnerships with clients, developing pilot projects and experimenting with its use of social media. At the heart of this research is an analysis of the move from push marketing towards models of attraction. This paper aims to explore how traditional strategic tools are still applicable in the digital era alongside new tactical approaches in the digital sector. This aim has led to an approach to business that is responsible, in terms of moving away from a traditional push-selling model to one of partnership with customers at a strategic level. Strategy in dynamic markets often highlights responsiveness as a key success factor. The ability to respond (a response-ability) requires more agile companies. As SweetStar Cloud has developed its strategy, it has focused in achieving this more effective ability to respond through a more collaborative approach. In this sense, agile response-ability converges with business responsibility, as new abilities in communication, cooperation and trust development become key.
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Arash Khalili Nasr, Mona Rashidirad, Hamze Asgari Hatamabadi, Mobin Ghasempour Nejati and Nick Hajli
This paper investigates the impact of various leadership styles on the professionalization and subsequent performance of family businesses.
Abstract
Purpose
This paper investigates the impact of various leadership styles on the professionalization and subsequent performance of family businesses.
Design/methodology/approach
Using a survey method and employing a partial least squares approach to structural equation modeling, we tested our model and analyzed the collected data based on the responses of 216 managers in Iran.
Findings
Our research demonstrates that professionalization mediates the relationship between leadership style and performance. Moreover, our findings show that the participative leadership style is the most effective option for family businesses seeking to achieve professionalization and improve performance.
Research limitations/implications
First, the sample used in this study was drawn from a single country, namely Iran. Second, although we adhered to established practices for measuring financial performance, future research could explore alternative dimensions of performance, including non-financial goals. Third, we did not investigate the impact of different leadership styles on each dimension of professionalization.
Practical implications
These findings provide valuable insights for family business managers seeking to adopt a suitable leadership style to achieve professional management and realize favorable outcomes.
Originality/value
Our study suggests that examining the potential impact of leadership styles on professionalization can provide clarity amidst mixed findings regarding the influence of professionalization on firm performance. Additionally, we challenge the oversimplified categorization of professionalization and argue for a multifaceted view, contending that professionalization comprises various dimensions acting concurrently and potentially mediates the effect of leadership styles on family business performance.
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Hamidreza Shahbaznezhad, Mona Rashidirad and Isaac Vaghefi
While numerous studies have studied knowledge transfer (KT) and endeavored to address factors influencing KT, little effort has been made to integrate the findings of prior…
Abstract
Purpose
While numerous studies have studied knowledge transfer (KT) and endeavored to address factors influencing KT, little effort has been made to integrate the findings of prior studies. This paper aims to classify the literature on KT through a detailed exploration of different perspectives of KT inter and intra organizations.
Design/methodology/approach
Using actor–network theory (ANT) as the baseline, we conducted a systematic review of KT research to summarize prior KT studies and classify the influential factors on KT. The review covered 115 empirical articles published between 1987 and 2017.
Findings
Drawing on the review and ANT guidelines, the authors proposed a conceptual model to categorize KT constitutes into objects including those related to (1) knowledge, (2) knowledge exchange and (3) technology, as well as actants including those related to (4) organization, (5) team/business unit and (6) knowledge sender/receiver.
Research limitations/implications
Adopting a holistic synthesized approach based on ANT, this research puts forward a valid theoretical foundation on further understanding of KT and its antecedents. Indeed, this paper investigates KT inter and intra organizations to recognize and locate the key antecedents of KT, which is of substantial applicability in today’s knowledge-driven economy.
Practical implications
The findings advance managers and practitioners’ understanding of the important role of actants and objects and their interplay in KT practices.
Originality/value
While most studies on KT have a narrow focus, this research contributes to holistic understanding of motivational, behavioral, technological and organizational issues related to KT. It also offers a thorough and context-free literature review on KT, which synthesizes the findings of prior studies on KT.
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Mona Rashidirad, Ebrahim Soltani, Hamid Salimian and Yingying Liao
– This paper aims to investigate the applicability of Grant’s framework in the current changing and dynamic environment.
Abstract
Purpose
This paper aims to investigate the applicability of Grant’s framework in the current changing and dynamic environment.
Design/methodology/approach
In this paper, a critical review of Grant’s paper was conducted to identify the limitations and weaknesses of the framework, which prevent its effective application in the current digital age.
Findings
As a result, this paper presented a modified framework and four propositions to consider dynamic capabilities in the new turbulent environment and extend the relationships between a firm’s resources, capabilities, dynamic capabilities, competitive advantage and competitive strategy. Findings tied to this initiative will provide important contributions to research.
Originality/value
Rooted in resource-based view (RBV), the proposed framework puts forward a valid theoretical foundation on how to create a competitive advantage from a firm’s internal factors, including strategic resources, capabilities and dynamic capabilities. Furthermore, it contributes to RBV literature by considering dynamic capabilities, as the firms’ most crucial factors in the current dynamic digital market.
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Abdulkader Zairbani and Senthil Kumar Jaya Prakash
The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of…
Abstract
Purpose
The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.
Design/methodology/approach
The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.
Findings
The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.
Originality/value
This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.