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Journal articles on the topic 'Capabilities'

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Author: Grafiati

Published: 4 June 2021

Last updated: 7 September 2024

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1

VU, Hieu Minh. "A Review of Dynamic Capabilities, Innovation Capabilities, Entrepreneurial Capabilities and Their Consequences." Journal of Asian Finance, Economics and Business 7, no. 8 (August 31, 2020): 485–94. http://dx.doi.org/10.13106/jafeb.2020.vol7.no8.485.

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2

Zang, Jinjuan, and Yuan Li. "Technology capabilities, marketing capabilities and innovation ambidexterity." Technology Analysis & Strategic Management 29, no. 1 (June 10, 2016): 23–37. http://dx.doi.org/10.1080/09537325.2016.1194972.

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3

Dias, Álvaro, and Pereira Renato. "Dynamic capabilities and marketing capabilities in Portugal." Academia Revista Latinoamericana de Administración 30, no. 3 (August 7, 2017): 417–30. http://dx.doi.org/10.1108/arla-10-2016-0268.

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Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration. Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study. Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance. Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.

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4

Thomas, Ian, and Teresa Day. "Sustainability capabilities, graduate capabilities, and Australian universities." International Journal of Sustainability in Higher Education 15, no. 2 (April 1, 2014): 208–27. http://dx.doi.org/10.1108/ijshe-05-2012-0046.

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Purpose – In the context of universities implementing education for sustainability (EfS), the aim of the research presented here is to review the extent to which capabilities related to sustainability are represented by the capabilities generally sought by employers, and to determine whether these are incorporated in the graduate capability statements of Australian universities. Design/methodology/approach – Based on the discussion of graduate capabilities and those associated with sustainability, a web-based survey of university graduate attribute statements was undertaken. Findings – Generally, Australian universities have established frameworks of graduate capabilities that relate to the broad needs of employers. Of eight capabilities listed as important by employers, six were identified at some two-thirds of universities. Just under half of the universities' statements contained references to sustainability, while all the literature derived sustainability capabilities, except for “systems/holistic thinking”, are represented to some degree. Those most strongly represented included understanding of social justice and equity; skills in communication and cooperation; and having commitment to social justice and equity. Practical implications – Apparently, in Australian universities, the framework for the development of sustainability capabilities is broadly in place, but not all have sustainability capabilities in place. This framework supports the implementation of EfS, but without development of pedagogy to underlie implementation, the authors have little insight about the extent of implementation, and whether graduates leave with sustainability capabilities. Originality/value – Uniquely this research identifies the extent to which Australian universities are providing direction in the development of capabilities related to the requirements of employers, and for sustainability.

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5

Zang, Jinjuan. ""Technological Capabilities, Marketing Capabilities and Innovation Ambidexterity"." Academy of Management Proceedings 2015, no. 1 (January 2015): 13442. http://dx.doi.org/10.5465/ambpp.2015.13442abstract.

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6

Bustinza, Oscar F., Ferran Vendrell-Herrero, MªNieves Perez-Arostegui, and Glenn Parry. "Technological capabilities, resilience capabilities and organizational effectiveness." International Journal of Human Resource Management 30, no. 8 (August 5, 2016): 1370–92. http://dx.doi.org/10.1080/09585192.2016.1216878.

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7

PAVLOU, PAUL A., and OMAR A. EL SAWY. "When Do Improvisational Capabilities Trump Dynamic Capabilities?" Academy of Management Proceedings 2007, no. 1 (August 2007): 1–5. http://dx.doi.org/10.5465/ambpp.2007.26533997.

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8

Foster, J. M., and I. F. Currie. "Remote Capabilities." Computer Journal 30, no. 5 (October 1, 1987): 451–57. http://dx.doi.org/10.1093/comjnl/30.5.451.

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9

Unterhalter, Elaine. "Educating Capabilities." Journal of Human Development and Capabilities 14, no. 1 (February 2013): 185–88. http://dx.doi.org/10.1080/19452829.2013.762183.

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10

Wang, Yongzhi, and Nandini Rajagopalan. "Alliance Capabilities." Journal of Management 41, no. 1 (November 6, 2014): 236–60. http://dx.doi.org/10.1177/0149206314557157.

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11

Brooks, Thom. "Preserving Capabilities." American Journal of Bioethics 12, no. 6 (June 2012): 48–49. http://dx.doi.org/10.1080/15265161.2012.671898.

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12

Sunder M., Vijaya, Ganesh L.S., and Rahul R. Marathe. "Dynamic capabilities." European Business Review 31, no. 1 (January 14, 2019): 25–63. http://dx.doi.org/10.1108/ebr-03-2018-0060.

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PurposeThe growth, diversity and applications of research into dynamic capabilities (DCs) have resulted in the whole literature on DCs becoming a complex and disconnected body of knowledge. This has led to criticisms of the subject of DCs as being vague, tautological and without practical value. Hence, the purpose of this paper is to synthesize the diverse scholarly literature about DCs and develop a more integrated understanding to minimize the reported apparent vagueness.Design/methodology/approachIn this paper, the authors review various relevant themes on DCs using a selection of 133 articles published in 22 recognized, top-tier management journals during the period between 1990 and 2016, with an aim to build a structured and integrated theory. For this, morphological analysis (MA), a systems-thinking technique, is applied.FindingsMA is applied to develop a multi-dimensional conceptual framework comprising five dimensions and 26 variants that enable a structured representation of the conceptual foundations of DCs. Further, the authors identify 81 individual DCs noted by various scholars; elucidate assumptions and antecedents relevant to the DCs approach; structure the key characteristics; and expound the input factors, impacting factors, desired outcomes and assessment yardsticks.Research limitations/implicationsThis would be a useful resource for researchers working in the area of DCs to explore opportunities for future research.Practical implicationsThe MA framework helps managers to look at DCs more holistically, and hence would help them in developing, managing and retaining DCs in organizations.Originality/valueThis study is the original work contributed by the authors and has no specific organizational reference. This research implies new directions to look beyond individual DCs in firms toward a more integrated theory building.

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13

Rasmussen, Lauge Baungaard, and Thorkild Nielsen. "Entrepreneurial capabilities." AI & Society 18, no. 2 (April 1, 2004): 100–112. http://dx.doi.org/10.1007/s00146-003-0270-1.

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14

Takahashi, Adriana Roseli Wünsch, Sergio Bulgacov, and Mônica Maier Giacomini. "Dynamic capabilities, operational capabilities (educational-marketing) and performance." Review of business Management 19, no. 65 (July 2017): 375–93. http://dx.doi.org/10.7819/rbgn.v0i0.2831.

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15

De Lima, Sérgio Fernando Ferreira, Augustus Bonner Cochran, and Marco Antônio César Villatore. "Agency, capabilities and rights: a capabilities approach discussion." Direito e Desenvolvimento 9, no. 2 (December 3, 2018): 17–29. http://dx.doi.org/10.25246/direitoedesenvolvimento.v9i2.853.

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The aim of this paper is to show how the concepts of agency, capability, and functioning can be aligned in a way that put in evidence the centrality of individual agency. Usually, discussion about the capabilities approach focuses on the limitations and flaws of the theory; here it will be argued that even with limitations and possible problems the capabilities approach could mean a significant paradigm shift for how we think and make Law and public policies. The method used will to analyze some of the principal texts about the subject and to discuss new elements and perspectives that could be brought to bear on the topic. In the end, the article points to a broader way to use the principles and theory of the capabilities approach to describe and analyze legal theory.

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16

Karagouni, Glykeria, Aimilia Protogerou, and Yannis Caloghirou. "Autotelic capabilities and their impact on technological capabilities." EuroMed Journal of Business 8, no. 1 (April 26, 2013): 48–63. http://dx.doi.org/10.1108/emjb-05-2013-0020.

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17

Hoang, Dinh Van, Tran Thi Kieu Minh, Nguyen Quoc Toan, and Vu Thi Mai. "Digital capabilities and innovation capabilities in Vietnamese SMEs." International Journal of Data and Network Science 8, no. 2 (2024): 1073–84. http://dx.doi.org/10.5267/j.ijdns.2023.12.001.

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The objective of the study is to clarify the influence of digital capabilities on innovation capability, considering the direct and indirect impacts of digital leadership and digital culture in small and medium enterprises (SMEs) in Vietnam. The study used a mixed research method including qualitative with in-depth interviews and quantitative with Partial Least Squares Structural Equation Model (PLS-SEM) to analyze 271 responses. Research results show that digital capabilities have a positive impact on SMEs’ innovation capability. Digital leadership and digital culture also, directly and indirectly, affect firms’ digital capabilities and innovation capabilities. From there, the study confirms the theoretical contributions as well as proposes suggestions for SMEs to develop digital capabilities, and as a result, to develop innovation capabilities.

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18

Un, C. Annique, and Angeles Montoro Sanchez. "R&D investment and entrepreneurial technological capabilities: existing capabilities as determinants of new capabilities." International Journal of Technology Management 54, no. 1 (2011): 29. http://dx.doi.org/10.1504/ijtm.2011.038828.

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19

Tugulov, Utkir. "Sound Capabilities In Traditional Performance." American Journal of Social Science and Education Innovations 03, no. 03 (March 25, 2021): 190–96. http://dx.doi.org/10.37547/tajssei/volume03issue03-26.

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20

ROMAN, Cosmina-Oana, and Vasile BUCINSCHI. "CIMIC CAPABILITIES AND STARTEGIC COMMUNICATION." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 20 (June 18, 2018): 499–506. http://dx.doi.org/10.19062/2247-3173.2018.20.68.

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21

Gao, Xudong, Ping Zhang, and Xielin Liu. "Competing with MNEs: developing manufacturing capabilities or innovation capabilities." Journal of Technology Transfer 32, no. 1-2 (October 5, 2006): 87–107. http://dx.doi.org/10.1007/s10961-006-9002-2.

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22

Cepeda, Gabriel, and Dusya Vera. "Dynamic capabilities and operational capabilities: A knowledge management perspective." Journal of Business Research 60, no. 5 (May 2007): 426–37. http://dx.doi.org/10.1016/j.jbusres.2007.01.013.

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23

Helfat, Constance E., and Margaret A. Peteraf. "Managerial cognitive capabilities and the microfoundations of dynamic capabilities." Strategic Management Journal 36, no. 6 (April 1, 2014): 831–50. http://dx.doi.org/10.1002/smj.2247.

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24

Annacontini, Giuseppe. "Capabilities Un-Enabling?" Journal of Modern Education Review 6, no. 7 (July 15, 2016): 429–38. http://dx.doi.org/10.15341/jmer(2155-7993)/07.06.2016/001.

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25

Budu, Joseph, and Richard Boateng. "Mobile Service Capabilities." International Journal of E-Services and Mobile Applications 7, no. 3 (July 2015): 1–17. http://dx.doi.org/10.4018/ijesma.2015070101.

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Although there is vast literature about the contemporary mobile services (m-services) phenomenon, there is a lack of focus on the strategic processes through which m-services are developed. The dynamic capability framework which lends itself as an appropriate theoretical means of exploring this research gap also lack empirical testing within the m-service research space. The purpose of this paper is to begin to address these gaps in the literature by drawing how a Ghanaian m-services developer develops capabilities to create m-services. This case study gathered qualitative data through key informant interviews, participant observation and a review of accessible company documents, and e-mail correspondence. Drawing on literature on dynamic capabilities, this study draws three conclusions. First, there are four types of m-service capabilities that can be developed i.e. informational, interactional, transactional, and transformational m-service capabilities. Further, the type of m-service capability determines the type of m-service that can be provided. Second, political change determines the type of m-service capability that an m-service provider develops. Third, the extent to which an m-service impacts on its intended market is dependent on the extent of market readiness for that particular m-service type. This study's contribution lies in the operationalisation of the dynamic capability framework in the m-service context. This paper is the first to adapt the dynamic capability framework within the m-service setting to unearth an understanding of how m-service providers create capabilities to develop m-services.

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26

Sugden, Robert, and Amartya Sen. "Commodities and Capabilities." Economic Journal 96, no. 383 (September 1986): 820. http://dx.doi.org/10.2307/2232999.

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27

Krylov, A. P. "Air recirculators capabilities." Terapevt (General Physician), no. 7 (May 19, 2021): 37–39. http://dx.doi.org/10.33920/med-12-2107-05.

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28

ALEKSANDROV, Stanislav Leonidovich, Vladimir Aleksandrovich VOLKOV, and Elena Vyacheslavovna DUBROVSKAYA. "CAPABILITIES OF ORGANIZATIONS." Standards and Quality, no. 1 (2022): 78–83. http://dx.doi.org/10.35400/0038-9692-2022-81-181-21.

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29

Nussbaum, Martha C. "Capabilities and Disabilities." Philosophical Topics 30, no. 2 (2002): 133–65. http://dx.doi.org/10.5840/philtopics200230218.

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30

Breemer, Jan S. "Soviet naval capabilities." International Journal of Intelligence and CounterIntelligence 1, no. 4 (January 1986): 119–32. http://dx.doi.org/10.1080/08850608608435040.

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31

Usher, Dan, and Amartya Sen. "Commodities and Capabilities." Canadian Journal of Economics 20, no. 1 (February 1987): 198. http://dx.doi.org/10.2307/135247.

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32

Lin, Hai-Qing. "Boosting computational capabilities." Nature Materials 15, no. 7 (June 22, 2016): 693–94. http://dx.doi.org/10.1038/nmat4675.

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33

Kaufman, Alexander. "Capabilities and Freedom." Journal of Political Philosophy 14, no. 3 (September 2006): 289–300. http://dx.doi.org/10.1111/j.1467-9760.2006.00239.x.

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34

Pressman, Steven, and Gale Summerfield. "Sen and Capabilities." Review of Political Economy 14, no. 4 (October 2002): 429–34. http://dx.doi.org/10.1080/0953825022000009889.

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35

Werner, Lynne A. "Infant auditory capabilities." Current Opinion in Otolaryngology & Head and Neck Surgery 10, no. 5 (October 2002): 398–402. http://dx.doi.org/10.1097/00020840-200210000-00013.

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36

Maslen, Roy, and Ken W. Platts. "Building manufacturing capabilities." International Journal of Manufacturing Technology and Management 1, no. 4/5 (2000): 349. http://dx.doi.org/10.1504/ijmtm.2000.001354.

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37

Tyler, Sarah. "Enriched search capabilities." Leading Edge 28, no. 2 (February 2009): 248. http://dx.doi.org/10.1190/tle28020248.1.

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38

Heckman, James J., and Chase O. Corbin. "Capabilities and Skills." Journal of Human Development and Capabilities 17, no. 3 (July 2, 2016): 342–59. http://dx.doi.org/10.1080/19452829.2016.1200541.

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39

Tonon, Graciela. "Communities and Capabilities." Journal of Human Development and Capabilities 19, no. 2 (April 3, 2018): 121–25. http://dx.doi.org/10.1080/19452829.2018.1454288.

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40

Helfat, Constance E., and Jeffrey A. Martin. "Dynamic Managerial Capabilities." Journal of Management 41, no. 5 (December 11, 2014): 1281–312. http://dx.doi.org/10.1177/0149206314561301.

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41

Larzelere, A. R. "Creating simulation capabilities." IEEE Computational Science and Engineering 5, no. 1 (1998): 27–35. http://dx.doi.org/10.1109/99.660290.

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42

Stewart, Frances. "Groups and Capabilities." Journal of Human Development 6, no. 2 (July 2005): 185–204. http://dx.doi.org/10.1080/14649880500120517.

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43

Alkire, Sabina. "Needs and Capabilities." Royal Institute of Philosophy Supplement 57 (September 2005): 229–51. http://dx.doi.org/10.1017/s1358246100009231.

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How should actions to redress absolute human deprivation be framed?1 Current international coordinated actions on absolute poverty are framed by human rights or by goals such as the Millennium Development Goals. But appropriate, effective and sustained responses to needs require localized participation in the definition of those rights/goals/needs and in measures taken to redress them. Human rights or the MDGs do not seem necessarily to require such processes. For this reason some argue that no universal framework can describe economic, social, or cultural rights. Yet to address absolute poverty purely from the local perspective still requires the identification and prioritization of capabilities or needs, and often requires actions by greater-thanlocal institutions, so in practical terms a framework is not rejected without cost. This paper argues that the identification and prioritisation of rights or MDGs can and should be done at an international level, but that they might be framed as capabilities, and that far greater attention need be given to the iterative specification of these rights, and to the ongoing protection of certain agency freedoms. The paper explores how Wiggins' account of need can fruitfully inform the specification of needs claims. It also draws significantly on Sen's work to identify the intrinsic importance of process and opportunity freedoms, and to identify how these can relate to universal priorities.

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44

Alkire, Sabina. "Needs and Capabilities." Royal Institute of Philosophy Supplement 57 (December 2005): 229–52. http://dx.doi.org/10.1017/s1358246105057127.

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How should actions to redress absolute human deprivation be framed? Current international coordinated actions on absolute poverty are framed by human rights or by goals such as the Millennium Development Goals. But appropriate, effective and sustained responses to needs require localized participation in the definition of those rights/goals/needs and in measures taken to redress them. Human rights or the MDGs do not seem necessarily to require such processes. For this reason some argue that no universal framework can describe economic, social, or cultural rights. Yet to address absolute poverty purely from the local perspective still requires the identification and prioritization of capabilities or needs, and often requires actions by greater-than-local institutions, so in practical terms a framework is not rejected without cost. This paper argues that the identification and prioritisation of rights or MDGs can and should be done at an international level, but that they might be framed as capabilities, and that far greater attention need be given to the iterative specification of these rights, and to the ongoing protection of certain agency freedoms. The paper explores how Wiggins’ account of need can fruitfully inform the specification of needs claims. It also draws significantly on Sen’s work to identify the intrinsic importance of process and opportunity freedoms, and to identify how these can relate to universal priorities.

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45

Brüggemann, Christian. "Capabilities und Erziehungswissenschaft." Zeitschrift für Erziehungswissenschaft 15, no. 3 (July 5, 2012): 627–34. http://dx.doi.org/10.1007/s11618-012-0284-x.

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46

Knasel, T. M. "Extending robotics capabilities." Robotics and Autonomous Systems 5, no. 1 (May 1989): 1. http://dx.doi.org/10.1016/0921-8890(89)90039-0.

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47

Herrero, Carmen. "Capabilities and utilities." Economic Design 2, no. 1 (December 1996): 69–88. http://dx.doi.org/10.1007/bf02499125.

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48

Mitchell, IM, and J. Medhurst. "Modelling Enabling Capabilities." OR Insight 16, no. 4 (October 2003): 32. http://dx.doi.org/10.1057/ori.2003.20.

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49

Mitchell, IM, and J. Medhurst. "Modelling Enabling Capabilities." OR Insight 16, no. 2 (April 2003): 20–28. http://dx.doi.org/10.1057/ori.2003.9.

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50

Speakman, J. R. "FLIGHT CAPABILITIES INARCHAEOPTERYX." Evolution 47, no. 1 (February 1993): 336–40. http://dx.doi.org/10.1111/j.1558-5646.1993.tb01226.x.

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