Topic
Capability
About: Capability is a research topic. Over the lifetime, 202 publications have been published within this topic receiving 2016 citations.
Papers published on a yearly basis
Papers
TL;DR: The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level.
Abstract: Purpose – The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues. Design/methodology/approach – In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used. Findings – The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational pe...
389 citations
TL;DR: In this article, the authors present a framework for innovation capability, which is formed by four key capabilities (technology development, operations, management and transaction) that enable firms to reach Schumpeterian profits.
Abstract: The firm’s role, besides producing goods and services, is to promote technological change and innovation. While academic research on technological capabilities has led to a better understanding of the process of technical change itself, there is no consensus on the ultimate definition of innovation capability. The purpose of this paper is to present a framework for innovation capability. This is formed by four key capabilities (technology development, operations, management and transaction) that enable firms to reach Schumpeterian profits. Given that the study is characterized as a theoretical paper, methodologically is supported on an extensive literature review. Our main findings can be summed up in three aspects: (1) every firm has all four capabilities; none of them are null; (2) to be innovative, at least one of the firm’s capabilities must be predominant; (3) any firm, when established, is primarily technological or transactional, in a second stage, operational or managerial.
305 citations
Patent•
23 Feb 2010TL;DR: In this article, a high performance capability assessment model helps a utility industry business meet the challenges of the global marketplace, and it can achieve the clarity, consistency and well-defined execution of core processes that reduce inefficiencies and waste that result from unnecessary process complexity and exceptions.
Abstract: A high performance capability assessment model helps a utility industry business meet the challenges of the global marketplace. As a result, the utility industry business can achieve the clarity, consistency, and well-defined execution of core processes that reduce inefficiencies and waste that result from unnecessary process complexity and exceptions. In addition, the high performance capability assessment model helps the utility industry business to identify specific areas in which improvements may be made and understand how to make the improvements, and establishes levels of capability along the way to reaching an ultimate capability goal.
118 citations
TL;DR: The study demonstrates how different types of dynamic capabilities (sensing, seizing and reconfiguring) all have an impact of the development of market and technological capabilities.
Abstract: The purpose of this study is to explore the role dynamic capabilities have in the development of innovation-related operational capabilities. As dynamic capabilities by nature are processes and practices that advocate change, we aim to uncover the actual practices through which change strategies are implemented. Our research includes a single case study from the publishing industry. Building on a data set of interviews and secondary data we track down the development of the capabilities over the time period of five years. The results of the study imply that dynamic capabilities act as a catalyst and spark off the mechanisms of operational capability development. Our study demonstrates how different types of dynamic capabilities (sensing, seizing and reconfiguring) all have an impact of the development of market and technological capabilities.
113 citations
TL;DR: A framework for strategic capability architecture is introduced and investigates how network capability emerges from among the configuration of other capabilities in industrial firms, finding that network capabilities are central to the formation of customer capabilities.
93 citations
Related Topics (5)
Performance Metrics
| Year | Papers |
|---|---|
| 2017 | 7 |
| 2016 | 8 |
| 2015 | 18 |
| 2014 | 6 |
| 2013 | 9 |
| 2012 | 16 |