Organizational Performance and External and Internal Capabilities
Journal of Contemporary Issues in Business and Government,
2021, Volume 27, Issue 3, Pages 970-977
AbstractWhile prior research looks at how specific capabilities of companies achieve organizational performance, few studies take a holistic perspective. In this analysis, follow a systemic approach to investigate whether the operational success ultimately accounts for specific capabilities. Also consider how intellectual capital mediates the relationship between the organizational and performance capabilities. In Taiwan Transportation Vehicle research involved a questionnaire study involving 160 executives. Using Structural Equation Modeling (SEM) based on partial least squares (PLS), it was found that business awareness, partnerships, and creative capacities have positive effects on intellectual property, although consumer knowledge has no major impact. Intellectual capital partially mediates the relationship between organizational capacity and performance of the organization. By demonstrating the mediating effects of intellectual capital on the relationships between organizational capacities, both in its external and internal dimensions, and organizational performance, paper contribute to the literature on organizational capabilities, as well as suggesting to companies aiming to enhance organizational performance, particularly those in the transportation sector.
- A. Y. Lewin, S. Massini, and C. Peeters, “Microfoundations of internal and external absorptive capacity routines,” Organ. Sci., 2011.
- Y. Y. Chang, M. Hughes, and S. Hotho, “Internal and external antecedents of SMEs’ innovation ambidexterity outcomes,” Manag. Decis., 2011.
- R. Wilden, S. P. Gudergan, B. B. Nielsen, and I. Lings, “Dynamic Capabilities and Performance: Strategy, Structure and Environment,” Long Range Plann., 2013.
- J. L. Hervas-Oliver, F. Sempere-Ripoll, and C. Boronat-Moll, “Process innovation strategy in SMEs, organizational innovation and performance: A misleading debate?,” Small Bus. Econ., 2014.
- T. H. Kim, J. N. Lee, J. U. Chun, and I. Benbasat, “Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective,” Inf. Manag., 2014.
- T. Eriksson, “Processes, antecedents and outcomes of dynamic capabilities,” Scand. J. Manag., 2014.
- C. Wong, K. H. Lai, and T. Cheng, “Value of information integration to supply chain management: Roles of internal and external contingencies,” J. Manag. Inf. Syst., 2011.
- L. Berchicci, “Towards an open R&D system: Internal R&D investment, external knowledge acquisition and innovative performance,” Res. Policy, 2013.
- S. R. Fang, E. Chang, C. C. Ou, and C. H. Chou, “Internal market orientation, market capabilities and learning orientation,” Eur. J. Mark., 2014.
- C. W. Y. Wong, K. hung Lai, Y. H. V. Lun, and T. C. E. Cheng, “Organizational capabilities,” in SpringerBriefs in Applied Sciences and Technology, 2015.
- Article View: 117
- PDF Download: 191