Results 121 to 130 of about 2,975 (279)
Entrepreneurial Orientation and Knowledge‐Driven Innovation
Knowledge and Process Management, EarlyView.ABSTRACT The expansion of the knowledge‐based economy has driven rapid growth in the literature on knowledge management (KM) and intellectual capital (IC), covering topics such as learning, business, and innovation. Scholars recognize knowledge as a significant resource that can foster innovation to attain a competitive advantage.
Fahad Aljaeed +2 more
wiley +1 more source
Knowledge and Process Management, EarlyView.ABSTRACT This study examines how business process management (BPM) maturity shapes digital transformation in a large financial institution operating in a highly regulated, emerging‐economy context. Drawing on a qualitative single case study, the research applies Rosemann and De Bruin's BPM Maturity Model to analyse how different maturity dimensions ...
Shirley Xavier Segala +2 more
wiley +1 more source
Knowledge and Process Management, EarlyView.ABSTRACT Technological advancements aligned with sustainability and resilience requirements, as well as, a greater focus on human‐centric perspectives, are creating significant transformations in supply chains in this decade, bringing them to a more developed stage.
Guilherme F. Frederico
wiley +1 more source
The Impact of Diversity on Organizational Ambidexterity
, 2021 The management of Small & Medium Enterprises (SMEs) might represent a challenge. There are several concepts that affect the performance of SMEs.
Ortiz Deveaux, Roberto (author)
core
Strategic Entrepreneurship Journal, EarlyView.Abstract Research Summary Corporate entrepreneurship (CE) requires firms to pursue both exploratory and exploitative innovation, yet limited research explains how intellectual capital (IC) is translated into these distinct outcomes. We develop a contingency model that specifies how and when IC drives exploration and exploitation.
Gholamhossein (Amir) Mehralian +2 more
wiley +1 more source
When creation and capture diverge: Why breakthrough inventions do not break through alike
Strategic Management Journal, EarlyView.Abstract Reserch Summary Breakthrough inventions are central to firms' competitive advantage, yet what constitutes a breakthrough remains unclear. We examine the relationship between technological quality (measured by forward citations) and economic value (measured by grant‐day abnormal stock‐returns) of patents. Using U.S. patents assigned to publicly
Giacomo Marchesini, Giovanni Valentini
wiley +1 more source
Theorizing Synchronization of Organizational Resources in Dynamic Environments
Thunderbird International Business Review, EarlyView.ABSTRACT Resource orchestration (RO) in dynamic environments poses challenges during strategic initiatives. Although prior research highlights RO's benefits, little is known about how managerial decisions influence RO over time, potentially leading to inefficiencies.
Haytham Siala +6 more
wiley +1 more source
Thunderbird International Business Review, EarlyView.ABSTRACT This work aims to provide theoretical and practical insights into coping with expatriation challenges. We show that both acceptance and action (problem‐solving) are needed, to manage different aspects of expatriate life. These two coping strategies are complementary and, to be beneficial, need to be applied selectively.
Olivier Wurtz
wiley +1 more source
, 2016 In this article, we examine the extent to which organizational capital influences ambidexterity (the simultaneous exploration and exploitation of knowledge) and firm performance in accounting firms. Organizational capital is the knowledge embedded in the
Morris, Tim, Flood, Patrick, Fu, Na
core +1 more source
Market‐Driving Capability: An Empirical Study on Antecedents and Consequences
British Journal of Management, EarlyView.Abstract What enables market‐driving behaviour, and is it a worthwhile business strategy? This fundamental question intrigues both managers in firms and researchers in marketing and strategic management, yet surprisingly, it remains underexplored. To this end, we assess the antecedents and consequences of market‐driving capability.
Owais Khan +2 more
wiley +1 more source