This document discusses exploring the concept of technology management through the lens of dynamic capability perspective. It argues that studying technology management through dynamic capabilities is beneficial as dynamic capabilities help explain how firms can achieve sustainable competitive advantage. The document provides an overview of the key concepts of dynamic capabilities, including the dynamic capabilities framework involving opportunity sensing, seizing, and managing threats or transformations. It also discusses the dynamic capability view, focusing on concepts like the capability lifecycle. The goal of the document is to explore how technology management can be studied through the lens of dynamic capabilities.
Virtual R&D teams and SMEs growth: A comparative study between Iranian and Ma...Nader Ale Ebrahim
This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.
This document summarizes a research paper that develops an extended performance reporting (EPR) framework to evaluate corporate social responsibility and intellectual capital management for the Australian Food and Beverage Industry. The framework integrates existing reporting frameworks from the intellectual capital and corporate social responsibility literature. It also incorporates industry-specific indicators identified through a review of reports and recognized industry organizations. The framework is intended to address limitations in traditional financial reporting by providing a more complete picture of a firm's activities, value, and impacts.
Cost Of Governance Relationship With Firms ProfitabilityJawad Iqbal
This document summarizes a thesis submitted by Muhammad Jawad Iqbal Khan to the NUST Business School in partial fulfillment of an MBA degree. The thesis examines the relationship between the cost of governance (compensation paid to directors, CEOs, and senior executives) and firm profitability. It covers 22 companies across 9 industries in Pakistan from 2003-2007. The thesis tests for significant relationships between compensation and various performance variables like sales, assets, pre-tax profit, operating cash flows, expenses, profit margins, and return on assets. It aims to determine if compensation is related to firm performance and if different industries use different performance variables for compensation. Statistical analysis methods like correlation, regression, and t-tests will
Management of working capital in national aluminium company 3 (1)prj_publication
This document analyzes working capital management in the National Aluminium Company (NALCO) over a 15-year period from 1995-1996 to 2009-2010. It aims to evaluate NALCO's management of cash, receivables, inventory, and the impact of working capital management on profitability. The author hypothesizes that cash balances affect operating expenses, provisioning for doubtful debts impacts receivables, inventory levels influence sales, and working capital management impacts profits. Statistical analysis is conducted to test these hypotheses using NALCO's annual reports and secondary data sources.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
Durreesamin (ISSN: 2204-9827) is an Australian peer reviewed quarterly multi-disciplinary journal. Dureesamin journal covers a very wide range of topics and welcome researchers from all over the world to submit original research papers, Literature Review Articles, Hypothesis Papers, book reviews, conference reports, Case Studies and Case Reports. Full articles are published on Durreesamin website are open access to all.
Correlations among Brand Image, Dynamic Capability, Knowledge Management Capa...inventionjournals
This study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic abilities; (2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage; (3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage; (4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability; and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can serve as a reference for relevant operators when making operating policies.
Virtual R&D teams and SMEs growth: A comparative study between Iranian and Ma...Nader Ale Ebrahim
This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.
This document summarizes a research paper that develops an extended performance reporting (EPR) framework to evaluate corporate social responsibility and intellectual capital management for the Australian Food and Beverage Industry. The framework integrates existing reporting frameworks from the intellectual capital and corporate social responsibility literature. It also incorporates industry-specific indicators identified through a review of reports and recognized industry organizations. The framework is intended to address limitations in traditional financial reporting by providing a more complete picture of a firm's activities, value, and impacts.
Cost Of Governance Relationship With Firms ProfitabilityJawad Iqbal
This document summarizes a thesis submitted by Muhammad Jawad Iqbal Khan to the NUST Business School in partial fulfillment of an MBA degree. The thesis examines the relationship between the cost of governance (compensation paid to directors, CEOs, and senior executives) and firm profitability. It covers 22 companies across 9 industries in Pakistan from 2003-2007. The thesis tests for significant relationships between compensation and various performance variables like sales, assets, pre-tax profit, operating cash flows, expenses, profit margins, and return on assets. It aims to determine if compensation is related to firm performance and if different industries use different performance variables for compensation. Statistical analysis methods like correlation, regression, and t-tests will
Management of working capital in national aluminium company 3 (1)prj_publication
This document analyzes working capital management in the National Aluminium Company (NALCO) over a 15-year period from 1995-1996 to 2009-2010. It aims to evaluate NALCO's management of cash, receivables, inventory, and the impact of working capital management on profitability. The author hypothesizes that cash balances affect operating expenses, provisioning for doubtful debts impacts receivables, inventory levels influence sales, and working capital management impacts profits. Statistical analysis is conducted to test these hypotheses using NALCO's annual reports and secondary data sources.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
Durreesamin (ISSN: 2204-9827) is an Australian peer reviewed quarterly multi-disciplinary journal. Dureesamin journal covers a very wide range of topics and welcome researchers from all over the world to submit original research papers, Literature Review Articles, Hypothesis Papers, book reviews, conference reports, Case Studies and Case Reports. Full articles are published on Durreesamin website are open access to all.
Correlations among Brand Image, Dynamic Capability, Knowledge Management Capa...inventionjournals
This study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic abilities; (2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage; (3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage; (4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability; and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can serve as a reference for relevant operators when making operating policies.
Knowledge and innovation as value drivers in professional services firmsAlexander Decker
This document summarizes a study on the role of knowledge and innovation in professional services firms in Central and Eastern Europe. The study found:
1) Knowledge networks are important for professional services firms as they enhance competitiveness by allowing experience gained in one country to be applied in another.
2) Senior management support for collaboration and communication over strict control encourages knowledge sharing and management.
3) Knowledge management provides benefits like cost cuts, innovation, learning, and reputation building, but requires investments of time, infrastructure, and system updates.
4) The regulatory environment in Central and Eastern Europe impacts professional services firms, with the Northern region generally more favorable than the Southern region. Innovation and knowledge management can help economic recovery
Competitive Pattern-Based Strategies under Complexity: The Case of Turkish Ma...ertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/competitive-pattern-based-strategies-under-complexity-the-case-of-turkish-managers/
This paper aims to augment current Enterprise Architecture (EA) frameworks to become pattern-based. The main motivation behind pattern-based EA is the support for strategic decisions based on the patterns prioritized in a country or industry. Thus, to validate the need for pattern-based EA, it is essential to show how different patterns gain priority under different contexts, such as industries. To this end, this chapter also reveals the value of alternative managerial strategies across different industries and business functions in a specific market, namely Turkey. Value perceptions for alternative managerial strategies were collected via survey, and the values for strategies were analyzed through the rigorous application of statistical techniques. Then, evidence was searched and obtained from business literature that support or refute the statistically-supported hypothesis. The results obtained through statistical analysis are typically confirmed with reports of real world cases in the business literature. Results suggest that Turkish firms differ significantly in the way they value different managerial strategies. There also exist differences based on industries and business functions. Our study provides guidelines to managers in Turkey, an emerging country, on which strategies are valued most in their industries. This way, managers can have a better understanding of their competitors and business environment, and can develop the appropriate pattern-based EA to cope with complexity and succeed in the market.
Recent strategic management literature has suggested the age of sustainable competitive advantage has ended, that we instead live in the age of temporary advantage. However, dynamic capabilities, routines that adapt resources, are considered to be a source of sustainable competitive advantage. This paper addresses a gap in the literature by proposing a theory of individual level dynamic capability development. This paper also proposes dynamic capabilities which are organized by the four dimensions of the learning orientation construct are positively associated sustainable competitive advantage.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They enable firms to sense opportunities and threats, seize opportunities, and transform the firm as needed. Dynamic capabilities are about strategic adaptation and doing the right things, while ordinary capabilities are about operational efficiency and doing things right. Strong dynamic capabilities are required to thrive in environments of deep uncertainty. Governments also need dynamic capabilities to shape markets and address grand challenges.
An appraisal on small firms corporate cultureprjpublications
This document discusses the relationship between corporate culture, innovation, and reward systems in small firms. It argues that developing a corporate culture that supports innovation must be accompanied by an appropriate reward system. A study of small firms in Chennai found a statistically significant relationship between corporate cultures that support innovation and reward system features. Most innovative companies have reward systems that encourage and reinforce innovative behaviors that are part of the corporate culture. Statistically significant relationships were also found among innovation rewards, corporate culture, and different features of variable pay systems.
This document summarizes a journal article that explores how organizational learning can help businesses achieve sustainable competitive advantage. It discusses how organizational learning involves acquiring, distributing, applying, and translating knowledge into organizational resources and capabilities. Through continuous organizational learning, firms can develop rare, hard to imitate intellectual capital like human capital, social capital, and organizational capabilities. This helps firms implement valuable strategies that cannot be easily copied by competitors, leading to sustainable competitive advantage and superior performance.
Jussi Siltanen - Emerging market multinationals internationalization motivatorsJussi Siltanen
This document summarizes recent theories on the internationalization motivators of emerging market multinationals (EMMs). It reviews literature that proposes new perspectives on EMM internationalization drivers related to knowledge seeking. While traditional internationalization theories were developed using data from developed markets, some research suggests they may need adapting to fully explain EMM behavior. The document focuses on theories that provide different views on EMM internationalization motivators, especially regarding knowledge acquisition.
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.
Operationalization of Dynamic CapabilitiesRené Rohrbeck
This document proposes a framework for operationalizing dynamic capabilities. It identifies 5 dimensions and 21 elements of organizational future orientation abilities. These abilities are grouped into levels of maturity. The framework also outlines barriers that can prevent companies from adapting to changes, and the activities and capabilities needed to overcome these barriers. These include scanning the environment, defining responsibilities, integrating foresight with decision-making, and promoting a culture open to new ideas. Future research is proposed to longitudinally study how companies respond to external changes over time.
Enterprise architecrture & enterprise engineeringTayabaZahid
1) Enterprise architecture (EA) is used to understand, describe, and manage the complexity of large organizations and their business, people, and information. EA emerged as an approach to describe an enterprise's business processes and the technology needed to support them.
2) The Zachman Framework is an influential EA framework that provides a formal structure for describing and modeling an enterprise. It defines six perspectives (planner, owner, designer, builder, sub-contractor, enterprise) and six modeling abstractions (data, function, network, people, time, motivation).
3) Enterprise architecture management (EAM) is the process of establishing, developing, and maintaining EA in an organization. It involves determining requirements, developing models
This document analyzes the low performance of a consulting team at CompanyX. It conducts a thorough analysis of the external context facing the company, including political, economic, social and technological factors. It also examines the internal context, such as stakeholders and culture. The analysis finds that while consultants are highly skilled, HR practices like a lack of HR qualifications and unclear roles have negatively impacted employee retention and team performance. Recommendations are provided, along with risks, benefits, and ways to measure outcomes. The goal is to improve people and performance through better support of line management.
Alliance portfolios and shareholder value in post-IPO firms: The moderating roles of portfolio structure and firm-level uncertainty by Nacef Mouri, M.B. Sarkar, Melissa Frye.
This document analyzes resource allocation processes at CompanyX. It finds issues with the current process, lack of systems perspective, and impact of demand fluctuations. The author recommends improving the resource allocation process through redesigning it, improving process technology, and redefining job design. An implementation plan is proposed to develop a business case, manage stakeholders, implement the project, manage risk, and measure improvements through critical success factors. The author reflects on how this systems approach influenced their thinking about management.
Hisham El Sherbini LC Individual Assignment v2.0 (For Pub)Hisham El Sherbini
This document summarizes an individual assignment for a leadership and change course regarding the Scottish Fire and Rescue Service (SFRS). It discusses the merger of Scotland's eight fire services into a single organization, the challenges of this large change, and an analysis of the SFRS's organizational structure, governance, leadership approach, and current organizational energy levels during the change process. It also outlines how the author would approach leading the change as the Chief Officer, drawing on frameworks like Kotter's 8 steps for transforming organizations.
This document analyzes the financial performance of easyJet airline over 2008-2012 using various ratios. Key points:
- easyJet's profitability as measured by ROCE, ROS, and sales generation increased from 2008-2012, recovering from a dip in 2009 during a challenging period for airlines.
- Profitability ratios like ROCE, ROS were steady or increasing, showing easyJet was generating good profits relative to assets and sales.
- Revenue grew steadily over the period, helping easyJet maintain profitability even during the economic downturn of 2009.
- The analysis evaluates easyJet's performance across different ratios to give a comprehensive view of the company's financial health and ability to generate returns,
Enterprise resource planning (erp) system in higherprjpublications
This document provides a literature review on enterprise resource planning (ERP) systems in higher education. It discusses key topics such as the benefits of ERP systems, factors that contribute to ERP implementation success or failure, and the need to minimize customization of ERP systems. The review finds that specific groups within an organization and third-party vendors/consultants play an important role in ERP implementation success. Checklists are also important to develop before and after procuring an ERP system to ensure requirements are met.
Dynamic capabilities link with firm performance evidence from aNghiên Cứu Định Lượng
This document summarizes a study examining the relationships between dynamic capabilities, resources, and firm performance using data from a Vietnamese IT company. The study developed a model linking marketing capability, entrepreneurial orientation, innovation capability, firm reputation, and firm performance. A survey was conducted of managers in the company across its domestic and international markets. The results found that marketing capability positively influences innovation capability and firm performance. Entrepreneurial orientation positively influences marketing capability, firm reputation, and firm performance. Innovation capability positively influences firm performance, while firm reputation positively influences firm performance. The findings provide insights into how capabilities influence performance in a developing market context like Vietnam.
Strategic human resource management a choice or compulsionAlexander Decker
This document discusses the evolution of strategic human resource management (SHRM) from personnel management to human resource management. It outlines the debate around whether SHRM should be a choice or compulsion for organizations. The document reviews literature on the relationship between business strategy and human resource management practices. It identifies gaps in existing research regarding integrating different HR practices and determining whether a best fit or best practice approach provides competitive advantage. The objective is to analyze whether SHRM should be a choice or compulsion based on a review of SHRM and its benefits for organizational sustainability.
India services - job hopping, careers, skillsAl James
The last two decades have seen a profound shift in how labour is spatially conceptualized and understood within economic geography, based on a recognition of workers’ abilities to fashion the geography of capitalism to suit their own needs.
However, the bulk of work in labour geography fails to examine worker agency beyond a narrow focus on the trade union movement, largely divorces workers’ activities from the
sphere of social reproduction, and rarely looks beyond the ‘core’ capitalist economies of the Global North. In response, this article presents findings from a regional labour mobility survey of 439 call centre workers in India’s National Capital Region (May 2007). Here, previous work has heavily criticized the ‘dead-end’ nature of call centre jobs offshored to India from the Global North, yet has done so based on an intra-firm
focus of analysis. By taking an alternative cross-firm worker agency approach, our analysis documents for the first time some Indian call centre agents’ abilities to circumvent a lack of internal job ladders and achieve career progression through lateral ‘career staircases’, as they job hop between firms in pursuit of better pay, improved working conditions and more complex job roles. In the absence of widespread
unionization within this sector, the article also discusses the productive and social reproductive factors that underpin these patterns of Indian call centre worker agency, and their mediation by a complex nexus of labour market intermediaries beyond the
firm. In so doing, the article ‘theorizes back’ (Yeung, 2007) on ‘mainstream’ (Western) theories of the limits to call centre worker agency and career advancement.
This document provides an introduction to a study on the role of knowledge management and system flexibility in dynamic organizations. It discusses how dynamic organizations like airports operate in volatile environments and need to adapt quickly. The study aims to identify how knowledge management systems and flexible systems can help airports address challenges and sustain success. It outlines the objectives, research questions, and significance of the study. The document also provides an overview of the expected chapter structure.
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
This document discusses a study investigating the relationship between knowledge management capability, supply chain management practices, and firm performance in manufacturing companies in Rasht, Iran. It presents a conceptual model showing how knowledge management capabilities, SCM practices, and performance are related. The document reviews literature on knowledge management capabilities, SCM practices, and performance measures. It develops hypotheses that knowledge management capabilities are positively related to firm performance and SCM practices, and that SCM practices are positively related to firm performance. The goal of the study is to evaluate how knowledge management capabilities and SCM practices impact firm performance.
Knowledge and innovation as value drivers in professional services firmsAlexander Decker
This document summarizes a study on the role of knowledge and innovation in professional services firms in Central and Eastern Europe. The study found:
1) Knowledge networks are important for professional services firms as they enhance competitiveness by allowing experience gained in one country to be applied in another.
2) Senior management support for collaboration and communication over strict control encourages knowledge sharing and management.
3) Knowledge management provides benefits like cost cuts, innovation, learning, and reputation building, but requires investments of time, infrastructure, and system updates.
4) The regulatory environment in Central and Eastern Europe impacts professional services firms, with the Northern region generally more favorable than the Southern region. Innovation and knowledge management can help economic recovery
Competitive Pattern-Based Strategies under Complexity: The Case of Turkish Ma...ertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/competitive-pattern-based-strategies-under-complexity-the-case-of-turkish-managers/
This paper aims to augment current Enterprise Architecture (EA) frameworks to become pattern-based. The main motivation behind pattern-based EA is the support for strategic decisions based on the patterns prioritized in a country or industry. Thus, to validate the need for pattern-based EA, it is essential to show how different patterns gain priority under different contexts, such as industries. To this end, this chapter also reveals the value of alternative managerial strategies across different industries and business functions in a specific market, namely Turkey. Value perceptions for alternative managerial strategies were collected via survey, and the values for strategies were analyzed through the rigorous application of statistical techniques. Then, evidence was searched and obtained from business literature that support or refute the statistically-supported hypothesis. The results obtained through statistical analysis are typically confirmed with reports of real world cases in the business literature. Results suggest that Turkish firms differ significantly in the way they value different managerial strategies. There also exist differences based on industries and business functions. Our study provides guidelines to managers in Turkey, an emerging country, on which strategies are valued most in their industries. This way, managers can have a better understanding of their competitors and business environment, and can develop the appropriate pattern-based EA to cope with complexity and succeed in the market.
Recent strategic management literature has suggested the age of sustainable competitive advantage has ended, that we instead live in the age of temporary advantage. However, dynamic capabilities, routines that adapt resources, are considered to be a source of sustainable competitive advantage. This paper addresses a gap in the literature by proposing a theory of individual level dynamic capability development. This paper also proposes dynamic capabilities which are organized by the four dimensions of the learning orientation construct are positively associated sustainable competitive advantage.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They enable firms to sense opportunities and threats, seize opportunities, and transform the firm as needed. Dynamic capabilities are about strategic adaptation and doing the right things, while ordinary capabilities are about operational efficiency and doing things right. Strong dynamic capabilities are required to thrive in environments of deep uncertainty. Governments also need dynamic capabilities to shape markets and address grand challenges.
An appraisal on small firms corporate cultureprjpublications
This document discusses the relationship between corporate culture, innovation, and reward systems in small firms. It argues that developing a corporate culture that supports innovation must be accompanied by an appropriate reward system. A study of small firms in Chennai found a statistically significant relationship between corporate cultures that support innovation and reward system features. Most innovative companies have reward systems that encourage and reinforce innovative behaviors that are part of the corporate culture. Statistically significant relationships were also found among innovation rewards, corporate culture, and different features of variable pay systems.
This document summarizes a journal article that explores how organizational learning can help businesses achieve sustainable competitive advantage. It discusses how organizational learning involves acquiring, distributing, applying, and translating knowledge into organizational resources and capabilities. Through continuous organizational learning, firms can develop rare, hard to imitate intellectual capital like human capital, social capital, and organizational capabilities. This helps firms implement valuable strategies that cannot be easily copied by competitors, leading to sustainable competitive advantage and superior performance.
Jussi Siltanen - Emerging market multinationals internationalization motivatorsJussi Siltanen
This document summarizes recent theories on the internationalization motivators of emerging market multinationals (EMMs). It reviews literature that proposes new perspectives on EMM internationalization drivers related to knowledge seeking. While traditional internationalization theories were developed using data from developed markets, some research suggests they may need adapting to fully explain EMM behavior. The document focuses on theories that provide different views on EMM internationalization motivators, especially regarding knowledge acquisition.
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.
Operationalization of Dynamic CapabilitiesRené Rohrbeck
This document proposes a framework for operationalizing dynamic capabilities. It identifies 5 dimensions and 21 elements of organizational future orientation abilities. These abilities are grouped into levels of maturity. The framework also outlines barriers that can prevent companies from adapting to changes, and the activities and capabilities needed to overcome these barriers. These include scanning the environment, defining responsibilities, integrating foresight with decision-making, and promoting a culture open to new ideas. Future research is proposed to longitudinally study how companies respond to external changes over time.
Enterprise architecrture & enterprise engineeringTayabaZahid
1) Enterprise architecture (EA) is used to understand, describe, and manage the complexity of large organizations and their business, people, and information. EA emerged as an approach to describe an enterprise's business processes and the technology needed to support them.
2) The Zachman Framework is an influential EA framework that provides a formal structure for describing and modeling an enterprise. It defines six perspectives (planner, owner, designer, builder, sub-contractor, enterprise) and six modeling abstractions (data, function, network, people, time, motivation).
3) Enterprise architecture management (EAM) is the process of establishing, developing, and maintaining EA in an organization. It involves determining requirements, developing models
This document analyzes the low performance of a consulting team at CompanyX. It conducts a thorough analysis of the external context facing the company, including political, economic, social and technological factors. It also examines the internal context, such as stakeholders and culture. The analysis finds that while consultants are highly skilled, HR practices like a lack of HR qualifications and unclear roles have negatively impacted employee retention and team performance. Recommendations are provided, along with risks, benefits, and ways to measure outcomes. The goal is to improve people and performance through better support of line management.
Alliance portfolios and shareholder value in post-IPO firms: The moderating roles of portfolio structure and firm-level uncertainty by Nacef Mouri, M.B. Sarkar, Melissa Frye.
This document analyzes resource allocation processes at CompanyX. It finds issues with the current process, lack of systems perspective, and impact of demand fluctuations. The author recommends improving the resource allocation process through redesigning it, improving process technology, and redefining job design. An implementation plan is proposed to develop a business case, manage stakeholders, implement the project, manage risk, and measure improvements through critical success factors. The author reflects on how this systems approach influenced their thinking about management.
Hisham El Sherbini LC Individual Assignment v2.0 (For Pub)Hisham El Sherbini
This document summarizes an individual assignment for a leadership and change course regarding the Scottish Fire and Rescue Service (SFRS). It discusses the merger of Scotland's eight fire services into a single organization, the challenges of this large change, and an analysis of the SFRS's organizational structure, governance, leadership approach, and current organizational energy levels during the change process. It also outlines how the author would approach leading the change as the Chief Officer, drawing on frameworks like Kotter's 8 steps for transforming organizations.
This document analyzes the financial performance of easyJet airline over 2008-2012 using various ratios. Key points:
- easyJet's profitability as measured by ROCE, ROS, and sales generation increased from 2008-2012, recovering from a dip in 2009 during a challenging period for airlines.
- Profitability ratios like ROCE, ROS were steady or increasing, showing easyJet was generating good profits relative to assets and sales.
- Revenue grew steadily over the period, helping easyJet maintain profitability even during the economic downturn of 2009.
- The analysis evaluates easyJet's performance across different ratios to give a comprehensive view of the company's financial health and ability to generate returns,
Enterprise resource planning (erp) system in higherprjpublications
This document provides a literature review on enterprise resource planning (ERP) systems in higher education. It discusses key topics such as the benefits of ERP systems, factors that contribute to ERP implementation success or failure, and the need to minimize customization of ERP systems. The review finds that specific groups within an organization and third-party vendors/consultants play an important role in ERP implementation success. Checklists are also important to develop before and after procuring an ERP system to ensure requirements are met.
Dynamic capabilities link with firm performance evidence from aNghiên Cứu Định Lượng
This document summarizes a study examining the relationships between dynamic capabilities, resources, and firm performance using data from a Vietnamese IT company. The study developed a model linking marketing capability, entrepreneurial orientation, innovation capability, firm reputation, and firm performance. A survey was conducted of managers in the company across its domestic and international markets. The results found that marketing capability positively influences innovation capability and firm performance. Entrepreneurial orientation positively influences marketing capability, firm reputation, and firm performance. Innovation capability positively influences firm performance, while firm reputation positively influences firm performance. The findings provide insights into how capabilities influence performance in a developing market context like Vietnam.
Strategic human resource management a choice or compulsionAlexander Decker
This document discusses the evolution of strategic human resource management (SHRM) from personnel management to human resource management. It outlines the debate around whether SHRM should be a choice or compulsion for organizations. The document reviews literature on the relationship between business strategy and human resource management practices. It identifies gaps in existing research regarding integrating different HR practices and determining whether a best fit or best practice approach provides competitive advantage. The objective is to analyze whether SHRM should be a choice or compulsion based on a review of SHRM and its benefits for organizational sustainability.
India services - job hopping, careers, skillsAl James
The last two decades have seen a profound shift in how labour is spatially conceptualized and understood within economic geography, based on a recognition of workers’ abilities to fashion the geography of capitalism to suit their own needs.
However, the bulk of work in labour geography fails to examine worker agency beyond a narrow focus on the trade union movement, largely divorces workers’ activities from the
sphere of social reproduction, and rarely looks beyond the ‘core’ capitalist economies of the Global North. In response, this article presents findings from a regional labour mobility survey of 439 call centre workers in India’s National Capital Region (May 2007). Here, previous work has heavily criticized the ‘dead-end’ nature of call centre jobs offshored to India from the Global North, yet has done so based on an intra-firm
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unionization within this sector, the article also discusses the productive and social reproductive factors that underpin these patterns of Indian call centre worker agency, and their mediation by a complex nexus of labour market intermediaries beyond the
firm. In so doing, the article ‘theorizes back’ (Yeung, 2007) on ‘mainstream’ (Western) theories of the limits to call centre worker agency and career advancement.
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Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
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A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
A Coalesced Framework Of Talent Management And Employee Performance For Fu...Sean Flores
This document provides a conceptual framework that demonstrates the relationship between talent management and employee performance. It summarizes that:
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Sydney Community Hospital Organisational StructureLisa Kennedy
The document discusses the organizational structure of Sydney Community Hospital and the need for an alternative structure due to growing population. It defines organizational structure as the framework that characterizes the hierarchy of an organization, clarifying lines of authority, duties, and individual roles. The current structure determines how roles and responsibilities are distributed, controlled, and how information flows through different management layers. Due to increasing population, an alternative structure is needed to help future growth and development.
This document provides a literature review on organizational agility. It defines agility as the ability to respond proactively to unexpected changes by flexibly assembling resources. The review finds that increased agility allows firms to better adapt to a volatile environment. While efficiency was previously valued, agility is now key to competitive advantage. Firms must develop dynamic capabilities like coordination, cooperation, and knowledge sharing. Strategic commitment to continuous change, flexible processes, strong partnerships, and developing people are important aspects of achieving agility. Overall, the literature shows that agile firms have better performance and are more likely to survive.
Currently, firm’s dynamics urges management strategies to meet globalized market requirements. This study
analyzes the impact of Logistics Flexibility on Competitiveness of Mexican manufacturing SMEs. By using the
structural equations modeling and path diagram techniques, it shows the effects of the relationship hypothesized.
Managerial significance of results strengthens decision taking and public policy making, providing essential
information to managers, owners and human capital of firms' internal capacities and allocation of their strategical
resources
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.
A LITERATURE REVIEW ON CORE COMPETENCIESSara Parker
This document provides a literature review on core competencies. It discusses how the concept of core competency has been defined and categorized in various ways in the existing literature. The summary is as follows:
1. Core competency is a critical concept for competitive advantage but the literature depicts many interrelated and sometimes interchangeable concepts like resources, capabilities, competence and distinctive competence. This causes lack of clarity.
2. The document outlines various approaches that have been used to define, classify and model core competencies. These include categorizing competencies as market access, integrity-related and functionality-related. Other models link competencies to resources, capabilities, individual and organizational levels.
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Operational Excellence and Change Management in Malaysia Contextoon fok yew
This document summarizes a research article about operational excellence and change management in Malaysian companies. The researchers developed a conceptual framework that managing organizational change can positively influence operational excellence, but this is dependent on employees being committed to change. They analyzed how factors like leadership, technology, human resources, culture, structure, and strategy relate to managing change and operational excellence. The study focused on electrical and electronics companies in Malaysia, aiming to understand how well they implement change management and achieve operational excellence. It identified gaps in the literature around how different elements of change management collectively influence performance.
This document summarizes a research article that examines how contextual factors impact talent management. It argues that talent management cannot be fully understood without considering the organizational and environmental context. While research has increasingly recognized the importance of context, most empirical studies do not explicitly analyze how contextual dynamics influence talent management strategies and outcomes. The special issue aims to address this gap by presenting four articles that shed light on how internal and external contextual factors shape the conceptualization and implementation of talent management in different settings. A better understanding of context is important for building more rigorous and practically relevant talent management research.
A knowledge management-based conceptual model to improve the level of utiliza...IJAEMSJORNAL
The current commercial context for the Small and medium-sized enterprises (SMEs) is an ever-changing environment that is strongly influenced by the information and communication technologies (ICTs). This has led enterprises to implement these technologies as supportive tools for their business processes. Nevertheless, a vast number of SMEs have not obtained favorable results in implementing ICTs, since the lack of knowledge about the potential and application of these technologies has made this technological implementation activity prevail as an action oriented to the simple acquisition of equipment and informatic systems with a short-term vision without considering a business strategy. The aim of this paper is to perform a literature review that shows evidence of the low utilization of ICTs in SMEs, particularly in the Mexican environment, which leads to proposing a different approach where enterprises consider Knowledge Management (KM) in the implementation of the informatic technology, leading to a conceptual model to ensure human, organizational and relational capital provide the proper capabilities to complement a strategy that implies carrying out a correct acquisition and application of knowledge that contributes to improving the utilization of ICTs in the business processes.
A Strategic Management Framework Of Tangible And Intangible AssetsKim Daniels
This document presents a strategic management framework for analyzing an organization's tangible and intangible assets (value drivers). The framework uses the Analytic Network Process (ANP) to assess the impact of value drivers on competitive advantage. It also evaluates past investments in value drivers through pairwise comparisons. The results are analyzed both qualitatively and quantitatively to provide strategic suggestions for management. The framework takes a holistic approach by considering the interdependencies among value drivers, unlike some previous models. It is intended to help management prioritize investments and track the effectiveness of their choices.
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Choosing the right website developer is crucial for your business. This article covers essential factors to consider, including experience, portfolio, technical skills, communication, pricing, reputation & reviews, cost and budget considerations and post-launch support. Make an informed decision to ensure your website meets your business goals.
CAKE: Sharing Slices of Confidential Data on BlockchainClaudio Di Ciccio
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Paper: https://doi.org/10.1007/978-3-031-61000-4_16
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1. International Journal of Business and Social Science Vol. 2 No. 5; [Special Issue -March 2011]
41
Exploring the Concept of Technology Management through Dynamic Capability
Perspective
Mohamad Faizal Ahmad Zaidi
Siti Norezam Othman
Postgraduate Studies
College of Business
Universiti Utara Malaysia
E-mail: nonieza99@gmail.com
Abstract
It is argue that the study of TM is related to the DCs view in which TM can be explained through DCs lens.
The reason why discussion of TM from DCs lens is critical because DCs is designed to explains the source of
sustainable competitive advantage in which TM is lacking of. Moreover, under rapidly technological change
managing technology will be much difficult in which DCs is providing the guides on how managing the
technology can be done under the rapid changes. At the same time, it is well informed that there are many
perspectives and school of thought between the two because of their nature of multi-disciplinary and multi-
dimensional. Thus, there are similarities and also dissimilarities between them. However, this paper will only
focus on the similarities of the two as this can helps to explains how TM can be seen as one form of DCs. It is
argue that the similarities between TM and DCs can be discussed under concepts, processes, and lifecycles. It
is stressed that the discussion of TM through DCs lens is at exploratory stage. Therefore, the contribution of
the paper is to promote the study of TM from DCs perspectives that may open for relevant topics for TM to
address current situations.
Keywords: Technology management, dynamic capability, technological capability, rapid technological
change, technology lifecycle, capability lifecycle
Introduction
Why relating technology management (TM) to dynamic capability (DCs) is crucial? The study of TM through
DCs lens is benefiting the firms in term of explaining the sustainability of competitive advantage (Teece,
2007) as TM is not addressing the sustainability issue adequately in both theories and practices (Brent, &
Pretorius, 2007). This is evidenced by the tools and methods use in TM (e.g. Cetindamar, Can, & Pala, 2006)
that is mainly not for sustainability. In addition, commercialization and marketing activities have receiving
less attention in TM literature (Cetindamar, Can, & Pala, 2006). The commercialization and marketing of
resource successfully will help to make a living, thus, DCs is crucial as it is designed to achieve evolutionary
fitness which is to make a living for the firms (Helfat, et al., 2007).There are many journals related to TM in
which resource-based view (RBV) and DCs papers are published. Even if they are not necessarily connected
but at lease the RBV and DCs papers that are published in TM related journals are sharing the issues that are
the interests of TM. In addition, Pilkington and Teichert (2006) have listed TM areas such as dynamic
organization, alliances and learning, learning organizations, knowledge management, and innovation process
in which DCs have similar interests.
For example, the study of technology acquisition through convergence by Hacklin, Marxt and Inganas (2005)
that is presented in the 14th
International Conference on Management of Technology in Vienna organized by
the International Association for Management of Technology (IAMOT) are looking at the role of DCs in
which one of the proposed management approaches is the technology RBV.Other examples such as managing
inter-industry differences through DCs by Bhutto (2005) published in International Journal of Innovation and
Technology Management, and the technological competencies from RBV perspective published in Journal of
Engineering and Technology Management (Tyler, 2001). However, the most significant TM study that is
related to DCs is discussed by Cetindamar, Phaal, and Probert (2009) in which they demonstrated how TM
activities are implemented through DCs lens.The main objective of the paper is to provide understanding on
how TM can be studied under DCs lens through the discussion of the similarity in term of concepts,
frameworks, and lifecycles of both fields. Thus, the paper will contribute in term of promoting the use of DCs
in addressing TM related issues.The study is organized in five sections. In order to understand how DCs and
TM are related and relevant to be studied together, the discussion will begins with brief literature review of
DCs in section 2.0, followed with the brief literature review of TM in section 3.0. The similarity between the
two will be discussed in section 4.0, followed by section 5.0 that will discuss about the potential research
areas between the two, while section 6.0 will summarize the discussion.
3. International Journal of Business and Social Science Vol. 2 No. 5; [Special Issue -March 2011]
43
Dynamic Capabilities
Building Processes
Opportunity Sensing Opportunity Seizing
Managing Threats/
Transformations
Selection event
LevelofCapabilityperunitof
Activity
Founding Development Maturity
Cumulative Amount of Activity
RENEWAL /
REDEPLOYMENT /
RECOMBINATION
RETRENCHMENT
RETIREMENT
REPLICATION
Figure 1
The dynamic capability framework by David J. Teece
The opportunity sensing capacity: involves scanning, searching, learning, exploring, and calibrating the
technologies and markets opportunities and threats. The sensing is needed especially when the market
trajectory is hard to be predicted. The new opportunities or threats can be sensed through the investment in
researches and other activities as the information gathered from these activities may create new knowledge
that may well be open for new opportunities. There are many ways in sensing the opportunities and threats
such as through research and development (R&D) activities, and competitors’, customers’, and/or suppliers’
actions that may spot or cause the change to happen.
The opportunity seizing capacity: takes place after the technologies or markets opportunities have been
sensed and identified. Seizing involves decision making in what to invest especially when the domain designs
is still not very clear. The firms should seize the opportunities that is solving the customers’ problems and
when thing getting clear, firms must ready with the right timing to give full commitment to the related
resources by grasping the technologies that is most likely to be accepted by the marketplaces. The seizing of
particular opportunities can be secured through the commitment and loyalty building of the customers.
The managing threats or transformation capacity (resource reconfiguration): involves recombination
and reconfiguration of the firms’ technological assets and organizational structure based on the technologies
and market opportunities that have been identified and selected. The process of creating alignment of the
firms’ assets and structures with the changing environments are to create fitness for the sustainability of profit
growth. The redeployment and reconfiguration also involves redesigning the business model, and realigning
the activities and routines of the firms.In any situations, not all of these capacities will be necessarily and
equally needed. As DCs has many forms, is multi-dimensional and to be used in various contexts, some
capacities will be more critical than the others (see Ellonen, Wikstrom, & Jantunen, 2009). Thus, depending
on the context, the three capacities is not necessarily must exists together and use in the logical sequences.
2.3 The Capability Lifecycle
The concept of DCs exists to explain how firms can sustain competitive advantage under volatile
environments. As the markets grow, the market preferences will also changing making the firms’ current
competitive advantage no longer sufficient to meet the new changes. Hence under volatile environments, it is
seemed that the firms’ competitive advantage is becoming much shorter and difficult to sustained (Biedenbach
& Soderholm, 2008).The nature of competitive advantage which is very short-lived under volatile
environments implies that the firms’ capabilities have specific lifecycles as the ‘firms achieve new resource
configurations as markets emerge, collide, split, evolve, and die’ (Eisenhardt & Martin, 2000: 1107). Thus, the
concept of capability lifecycle (CLC) is introduced by Helfat and Peteraf (2003) to shows the evolution of the
general patterns and paths of firms’ capabilities over time that is consisting of three stages from founding to
development to maturity.
5. International Journal of Business and Social Science Vol. 2 No. 5; [Special Issue -March 2011]
45
Strategy
Commercial Perspective
Technological Perspective
Push
Mechanisms –
Capabilities
(knowledge
flows)
Pull
Mechanisms –
Requirements
(knowledge
flows)
Innovation
Operations
Tech.
Base
I
P S
E A
There are many definitions of TM in literature, but the one that is well accepted in literature and TM
publications and commonly referred is created by Task Force on Management of Technology (1987). For
example, the definition was used in TM textbooks by Khalil (2000), and White and Bruton (2007). Hence, this
paper is referring TM as:
a process, which includes planning, directing, control and coordination of the development
and implementation of technological capabilities to shape and accomplish the strategic and
operational objectives of an organization (Task Force on Management of Technology, 1987).
TM is to achieve competitive advantage in which White and Bruton (2007: 393) have defining competitive
advantage as ‘the condition that enables a firm to operate more efficiently and/or effectively than the
companies it competes with’, in which the competitive advantage of technology and innovation-focused firms
is related to the technological complexity and skills and knowledge of the firms at managing the technology
(White, & Bruton, 2007).When firms pursue for new product or new process developments, the capabilities
use to develop the products/processes are basically developed through and around the technologies (Khalil,
2000). As the capabilities are transferred through technologies to the new products/processes, it is basically
the technological capabilities are develop behind them.
By referring to the definition of resource by Wernerfelt (1984), it is obvious that technology is part of
resources and as argue by White and Bruton (2007: 16), ‘technology is the knowledge, products, processes,
tools, and systems used in the creation of goods or in the provision of services’. This is similar to Phaal,
Farrukh and Probert (2004) in which they treat technology as one type of knowledge resources that can be
divided into tacit and codified technological knowledge. In addition, Khalil (2000: 54) claims ‘the efficient
utilization of technological resources is a critical aspect of the management of techno-economic enterprises’.
The important of technological resources to the firm objectives further explained by Phaal, Farrukh and
Probert (2004: 5) in which the
establishing and maintaining the linkages between technological resources and company
objectives is of vital importance and represents a continuing challenge for many firms.
3.2 The Technology Management Framework
There are various TM processes/activities, for example Cetindamar, Can and Pala (2006) have identified
eleven activities consisting of technology utilization, knowledge management, technology acquisition, R&D
management, technology integration, technology protection, license/patent purchasing, technology transfer,
technology planning and forecasting, technology strategy, technology assessment, and technology
commercialization and marketing. However, the TM processes that are of interest of the paper are in the TM
framework discussed in Phaal, Farrukh, and Probert (2004). The framework have been chosen because of it
relatedness to DCs. The framework is accordance to the three-level stages that is being use by the University
of Cambridge Manufacturing Leaders Program that is; it is base on RBV, use at the firm-level of analysis, and
to include business environment where the firm operates. In addition, the authors treated the technology as
resource and two of the authors (Phaal and Probert) have explicitly relating the TM activities/processes to
DCs in an article leads by Centidamar in 2009 (which will be explained later in section 4.2).
7. International Journal of Business and Social Science Vol. 2 No. 5; [Special Issue -March 2011]
47
Time
Technologyperformanceparameter
Embryonic Growth Maturity Aging
NEW
INVENTION
PERIOD
TECHNOLOGY
IMPROVEMENT
PERIOD
MATURE-
TECHNOLOGY
PERIOD
Physical limit
Figure 4
Technology lifecycle
The s-curve of TLC is important to examine when the technological change is happening (White, & Bruton,
2007). Thus, studying TLC will enable managers to better manage the technological capabilities and therefore
will increase the performance (i.e. technical fitness). This is critical especially under rapidly technological
change in which even small mistake in decision will be costly to the firms (Teece, 2007). The stages in TLC
are briefly explained as follows:
The embryonic stage: in this period the application of invention takes places through innovation (White, &
Bruton, 2007) in which technological capabilities are built through the exploration activities that has the
potential to initiate new market preferences (technology driven) or to fulfill emerging market preferences
(market driven). The new product or process that opens a new market can be radical in nature and introduced
through radical technology.
The growth stage: within time the use and the processes behind the technology are improving (White, &
Bruton, 2007). By mastering the knowledge and doing the activities more efficient and in an effective way,
the technological capabilities are building the competitive advantage.
The maturity stage: the technology reaches the highest levels of efficiency and effectiveness and becoming
highly routinized. Improvement of the product or process is more incremental in nature in which the
technology is steadily maintained (Khalil, 2000). This phase marks the profitability period of the firm with the
technology (White, & Bruton, 2007). However, the technology will reach its physical limit in which the
technology will become vulnerable for substitution or will become obsolete (Khalil, 2000).
The aging stage: technological capabilities reach the maturity at the physical limit (Khalil, 2000). In this
stage, the utility of the technology is declining. Thus, the technology needs to be modified in order to avoid
the products or processes becoming obsolete (White, & Bruton, 2007).
4.0 Dynamic Capability and Technology Management Relationships
TM and DCs is different such as one is focusing on managing the technology as a source of competitive
advantage and another one is focusing on the renewal of resource base (including technological resources) to
sustain competitive advantage, but they are related in few aspects which means TM can be studied and
understood as one form of DCs in term of technological capabilities. This is not to say that TM is part of DCs
or the other way around but to shows that the study of TM can be expanded from the perspective of DCs. In
order to explain how TM can be studied and understood as DCs, this section will focus on the concepts,
processes, and lifecycles of both disciplines.
4.1 The Concepts
TM can be seen through the lens of DCs in term of concepts for the reasons that are explained below:
First, both DCs and TM is at firm-level of analysis. By connecting TM with general management will ‘allows
for the dynamic development of enterprises’ (Tschirky, 1991: 713) because DCs is focusing on management
role and change (dynamism).Second, Pilkington and Teichert (2006) have listed RBV as one of the TM
interests. Just like DCs, TM is also grounded to RBV (Phaal, Farrukh, & Probert, 2004) as TM sees resource
as critical for the firm success. In addition, Cetindamar, Can and Pala (2006: 92) argue ‘strategic TM
examines technology as a critical resource in securing competitive advantage’. DCs is to renew resource base
in which one of them is technological capability. TM can be understood as sub-set of DCs as DCs is
addressing all resources, TM is addressing only the technological resource.
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Time
Technologyperformanceparameter
Embryonic Growth Maturity Decline Obsolete
Physical limit
Physical limit
reach
Figure 5
Technology management activities and the supporting activities
Second, it appears that DCs sensing is similar to the TM process of identification, DCs seizing is similar to
TM processes of selection, and acquisition, while DCs managing threats/reconfiguration is similar to TM
processes of exploitation, and protection which means both TM and DCs processes are identical. Thus, TM
processes can resemble DCs capacities for building technological capabilities under TM context (for the detail
on how TM processes can be used as DCs, please refer to Cetindamar, Phaal and Probert (2009)).
4.3 The Lifecycles
In general, as CLC is for understanding the evolution of DCs (Helfat & Peteraf, 2003), TLC can be treated as
sub-set of CLC that focusing on the building of technological capabilities. Hence by examining the evolution
of TLC under influence of technological changes from the concept of CLC will be fruitful to understand TM
from DCs lens. In addition, Brent and Pretorius (2007: 635) argue:
a set of principles, methods and techniques or tools must be established for effectively
assessing the potential value of a technology and its contribution to sustainable development
during the market uptake phases of its life cycle.
Moreover, the reasons for understanding TLC from CLC perspective because the types of innovations that are
classified as radical and incremental innovations are causing radical and incremental development of
technology in which the rates of technological changes is becoming much faster especially for high-tech
industries (Khalil, 2000). This issue is covered in DCs as it is to respond to rapidly technological change
(Teece, 2007). The relatedness of TM to DCs in term of lifecycle is explained as follows:
First, as shows in figure 4 (section 3.3) TLC is divided into four stages: embryonic, growth, maturity, and
aging. The maturity stage will ends when the technologies reach its physical limit and will become obsolete
and replaced. When the technologies mature, the technologies will reach the physical limit and the activities
becoming routinized and causing rigidity. The current technologies will become commodities, and the new
and better technologies will emerge (Khalil, 2000) that will replace the current technologies. In this sense,
both CLC and TLC are identical in term of stages in the lifecycle.
Second, both TLC and CLC involve learning process that begins with the new discovery of capabilities with
very little knowledge of the capabilities (such as radical or revolutionary innovations). Over time, the
knowledge of the new product is developing through the learning process and the technologies capabilities
established. The competitive advantage gained and the activities becoming more and more exploitation in
nature.Third, both affected by environmental changes where the importance of market dynamism in the
process comes when it affects the length of the TLC and the existing competitive advantage (figure 6 and 7).
This is what makes the discussion of TLC under DCs becomes relevant.Under stable market, the substitution
of current technologies will not happen without reaching the physical limit but under dynamic markets the
physical limit of the technologies are no longer becomes the only factor affecting the performance of TLC
since the technologies themselves will keep changing together with the changing markets preferences (co-
evolve) even though the physical limit is still very far to be achieved.
The market dynamism can be seen as moderately dynamic markets at one end and high-velocity markets at the
other end (Eisenhardt & Martin, 2000). Therefore, the ‘damage’ to the firms’ competitive advantage can range
from ‘minor damage ’to‘ major damage base on the levels of uncertainty and market dynamism. The level of
‘damage’ will decide type of reconfiguration at the selection event. It is argue that in any industries, firms will
face different types of market dynamism over time. To express this differently, at one time the markets are
very stable but another time the markets are very volatile.
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Selection event Selection event
Technologyperformanceparameter
Time
TLC-1 TLC-2 TLC-3
Critical
capabilities
building period
SUSTAINABLE
COMPETITIVE
ADVANTAGE
Selection event
Technologyperformance
parameter
Embryonic Growth Maturity
Time
RENEWAL /
REDEPLOYMENT /
RECOMBINATION
OF TECH.
CAPABILITIES
Selection event
Time
Technologyperformance
parameter
Embryonic Growth Maturity
RETIREMENT
OF TECH.
CAPABILITIES
RETRENCHMENT
OF TECH.
CAPABILITIES
Figure 8
Maintaining technological capabilities through replication
Figure 9
Increasing technological capabilities through renewal/redeployment/recombination
Figure 10
Reducing technological capabilities through retrenchment/retirement
Figure 11 and 12 show how the reconfiguration of technological capabilities that is explained with TLC can
helps to explain the source of sustainability competitive advantage when the changing technology is radical in
nature (figure 11) and incremental in nature (figure 12). As seen in the figures, sustainable competitive
advantage can be achieved through the creation of many short-term competitive advantages (Eisenhardt, &
Martin, 2000) (marked as TLC-1, TLC-2, and TLC-3).
13. International Journal of Business and Social Science Vol. 2 No. 5; [Special Issue -March 2011]
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Thirdly, TM is using various management tools in which majority of them are designed to be used at
operational level and addressing profitability issues in which DCs is designed to be by high management level
and addressing sustainability issues. However, the dissimilarity is not elaborated further as it is not the major
focus of the paper (this can be researched in the future) as the paper is to shows how both fields can be related
and investigated so that the study of TM can be enhanced from the perspective of DCs. Thus, there may be
other aspects that can hinder the study of TM from DCs lens that is out of the scope of the paper. Hence, by
investigating the similarity and dissimilarity between TM and DCs can helps to increase the understanding of
the areas where TM and DCs can be studied together and/or where TM and DCs has contradictions that need
to be deals with in order to adapt the concept of DCs to TM in more effective ways in which can be the
starting point at researching TM through DCs lens.The paper is raising the issue not just to suggest the
alternative to address the lacking of sustainability issue in the current TM literature but to create awareness of
the relevance of exploring TM through DCs lens in general. In this case, the paper is to explicitly promoting
the study of TM from DCs perspectives as there is big potential to explore DCs as the field is still very new.
Hence, for TM scholars that are interested in DCs, perhaps the first thing they should do before exploring TM
and DCs related issues is to fundamentally understand DCs.
6.0 Conclusion
DCs is designed to explain the source of sustainable competitive advantage especially under rapidly
technological change through the renewal of resource base. As TM is lacking the literature in term of
sustainability aspect, by looking at DCs perspective may helps to explain how TM can be used to sustain the
competitive advantage for technology-intensive firms. DCs is not completely new to TM scholars as the TM
interests especially in the US and Europe is focusing on the RBV topics (where DCs is also addressed). In
addition, there is numerous DCs literature that have been published in TM related journals and presented in
TM conferences. Hence, as DCs and TM share many similar interests in fields such as entrepreneurships,
innovation, and knowledge management, exploring TM through DCs perspectives will enhance TM literature
at strategic level regarding the sustainability issues. In general, TM and DCs is identical where both are rooted
to RBV in which technological capabilities is treated as resource in both literature. TM and DCs framework
consists of processes in which the TM processes can be implemented according to the processed in DCs.
In addition, the evolution of technological capability (in TM) and resources (in DCs) can be explained by
understanding the lifecycles in which the embryonic, growth, and maturity phases in TLC for TM are identical
to the founding, development, and maturity in CLC for DCs in which the selection event in CLC can helps to
explain how technological capabilities can be reconfigured according to the changes. It is suggested that TM
can be studied and understood as one form of DCs in term of the processes of renewal the technological
capabilities that is shown through the discussion of the relationships between TM and DCs in term of the
concepts, processes, and lifecycles. The discussion is focusing only on the similarity aspects of both
disciplines and ignoring the dissimilarity in order to shows the relationships.The study of TM from DCs lens
is not only to address the sustainability issue as both fields are context dependent. In conclusion, this paper is
to promote the study of TM from DCs lens in which more potential areas can be explored in the future to
address TM related issues.
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