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Journal articles on the topic 'Capability'

To see the other types of publications on this topic, follow the link: Capability.

Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

Campos-Teixeira, Diogo, and Jorge Tello-Gamarra. "Technological capability, transactional capability and firm boundaries." Suma de Negocios 12, no. 27 (December 15, 2021): 124–35. http://dx.doi.org/10.14349/sumneg/2021.v12.n27.a4.

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Although there is research pertaining to the boundaries of firms, this field of study still requires more development. The objective of this paper is to analyse firm boundaries considering technological and transactional capabilities. The method chosen was that of multiple case studies conducted in firms having different technological intensity levels. The main results are contained in three propositions. Firstly, all industrial firms have technological and transactional capability. Secondly, firms with more developed capabilities (technological and transactional) expand their boundaries. Thirdly, the firms are able to expand their boundaries by means of the accumulation of technological capability, transactional capability, or both. As a conclusion to this paper, technological and transactional capabilities are essential for expanding the boundaries of firms at any level of technological intensity.

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2

Kang, Choong-Nam. "Capability revisited: Ally’s capability and dispute initiation." Conflict Management and Peace Science 34, no. 5 (October 14, 2015): 546–71. http://dx.doi.org/10.1177/0738894215604966.

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The main questions explored here are whether alliances lead to conflict between member states and non-member states and whether the capability of allies is a source of this effect. Building on the opportunity framework, this study argues that, with more confidence in military success due to support from allies, challenger states are more likely to be emboldened and to initiate disputes. The empirical analyses show that the capability of allies has an increasing effect on dispute initiation of member states against non-member states. This increasing effect becomes stronger as the level of common interests between the allies increases. The test results consistently suggest that alliances embolden member states to initiate disputes against non-member states, and also that alliances are more likely to aggravate, but not mute, dispute initiation against member states.

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3

Salisu, Yakubu, and Lily Julienti Abu Bakar. "Technological capability, relational capability and firms’ performance." Revista de Gestão 27, no. 1 (September 6, 2019): 79–99. http://dx.doi.org/10.1108/rege-03-2019-0040.

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Purpose The purpose of this paper is to empirically evaluate the mediating role of learning capability on the relationship between technological capability, relational capability and small and medium enterprises (SMEs) performance in developing economy of Africa. Design/methodology/approach A quantitative survey design was employed to collect the data from owner/manager of manufacturing SMEs in Nigeria. Partial least square structural equation model was used in the evaluation of both the measurement and structural models to determine the reliability and validity of the measurement and test the hypotheses, respectively. Findings The statistical result indicates a positive relationship between technological capability, learning capability and SMEs performance. Equally, relational capability significantly and positively relates to SMEs learning capability. However, relational capability negatively relates to SMEs performance, while technological capability also negatively relates to learning capability. Furthermore, learning capability mediates the negative relationship of relational capability and SMEs performance to significant positive relationship, while it does not mediate the relationship of technological capability and performance. Research limitations/implications The analysis of this study is restricted to only resource-based view and dynamic capability theory. Data of the study were collected once a time on a self-reported technique. The study contributed significantly to the body literature on technological and relational capabilities and performance. It also demonstrated the need for SMEs manager to recognize and appreciate the roles of these strategic capabilities in achieving sustainable competitive position. Practical implications Through relational capability SMEs develops efficient collaborative relationship to acquire new techniques, knowledge. This is specifically, essential for SMEs firms from less developing and emerging economies as they are lagging behind at the global competitive platform, and that the possession of specific advantage locally may not be adequately enough to help penetrate the global markets. Similarly, technological capability enable firms to identify acquire and apply new external knowledge to develop operational competencies which may lead to the attainment of superior performance. Social implications Government policies and programs designed to support technological development and innovation must be adjusted to consider the peculiar nature of SMEs firms in terms of technology and innovativeness that enhances competitive position and performance. Originality/value This study empirically examined the relationship of technological and relational capabilities and the SMEs learning capability and performance.

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4

Mu, Jifeng. "Dynamic Capability and Firm Performance: The Role of Marketing Capability and Operations Capability." IEEE Transactions on Engineering Management 64, no. 4 (November 2017): 554–65. http://dx.doi.org/10.1109/tem.2017.2712099.

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5

Sun, Li, and Bo Zou. "Generative Capability." Academy of Management Proceedings 2017, no. 1 (August 2017): 10781. http://dx.doi.org/10.5465/ambpp.2017.10781abstract.

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6

Wang, Tang, and Yan Chen. "Capability Stretching." Academy of Management Proceedings 2013, no. 1 (January 2013): 10772. http://dx.doi.org/10.5465/ambpp.2013.10772abstract.

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7

Tingle, John. "Extending capability." Nursing Standard 4, no. 6 (November 1989): 32. http://dx.doi.org/10.7748/ns.4.6.32.s47.

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8

Hirvonen, Mikko. "Capability diamond." International Journal of Business Information Systems 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijbis.2022.10050489.

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9

Filbin, Thomas, Joan Didion, Julian Barnes, Penelope Lively, Natalie L. M. Petesch, Akira Yoshimura, Mark Ealey, and William Trevor. "Familiar Capability." Hudson Review 50, no. 1 (1997): 159. http://dx.doi.org/10.2307/3852413.

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10

Jenny, Heinz. "System Capability." ATZautotechnology 9, no. 4 (July 2009): 52–56. http://dx.doi.org/10.1007/bf03247129.

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11

Gilchrist, Warren. "Modelling Capability." Journal of the Operational Research Society 44, no. 9 (September 1993): 909. http://dx.doi.org/10.2307/2584183.

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12

Terouhid, Seyyed Amin, and Robert Ries. "People capability." Journal of Modelling in Management 11, no. 3 (August 8, 2016): 811–41. http://dx.doi.org/10.1108/jm2-04-2014-0028.

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Purpose This paper aims to find out how construction organizations can achieve excellence and enhance excellence through knowledge and workforce management. The combination of knowledge and workforce management, referred to here as the People Capability, is the key area of concern in this study. Design/methodology/approach The European Foundation for Quality Management (EFQM) model of organizational excellence is used as the basis for organizational excellence assessment and system dynamics is used as the modeling tool. Scenario analysis is conducted to identify the enabling factors that are more significant for organizational excellence, as well as how these factors operate and interact. Findings Based on the outcomes of the model, human resource development and training is the most important enabling factor that enhances organizational capabilities. Both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the performance of construction firms. There is a high degree of dependence on these two components. Human resource development and training affect all capability areas and are key to the effective implementation of capability building programs. Originality/value Organizations might have various options in choosing different policies, and those policies can be planned and expressed in different manners and scales. How can an organization determine which scenarios end up producing desired performance results? Simulation techniques, especially system dynamics, have been used to answer these types of questions due to their ability to model causal relationships among various system components. The results of this research can help construction organizations identify effective knowledge and workforce management policies and capability-building programs that improve their organizational capabilities.

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13

Sharma, Vinay, Prasoom Dwivedi, and Piyush Seth. "Capability Approach." International Journal of Asian Business and Information Management 2, no. 3 (July 2011): 54–62. http://dx.doi.org/10.4018/ijabim.2011070105.

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This paper acknowledges the role of entrepreneurship for the development of the process of sustained livelihood. The paper proposes a systematic usage of the ‘Capability’ approach (Sen, 2000) as the basis of the methodology applied by agencies having objectives in lieu with the process of sustained livelihood, because of the wider applicability and span of this approach. Taking examples of rural non-farm sector schemes of NABARD (National Bank for Agriculture and Rural Development), the proposition of the usage of ‘Capability’ approach emphasizes the emergence of better criterion for measuring the effectiveness of the implementation of such schemes.

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14

ROLSTADAS, ASBJØRN. "Capability management." Production Planning & Control 7, no. 3 (May 1996): 235. http://dx.doi.org/10.1080/09537289608930348.

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15

Simpson, William A. "Negative Capability." CrossCurrents 58, no. 3 (September 2008): 409–19. http://dx.doi.org/10.1111/j.1939-3881.2008.00035.x.

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16

Osborne, Bernal. "CAPABILITY ASSESSMENT." Industrial Lubrication and Tribology 39, no. 6 (June 1987): 204–7. http://dx.doi.org/10.1108/eb053361.

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17

STABLER, J. "NEGATIVE CAPABILITY." Essays in Criticism XLVIII, no. 3 (July 1, 1998): 269–76. http://dx.doi.org/10.1093/eic/xlviii.3.269.

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18

Gilchrist, Warren. "Modelling Capability." Journal of the Operational Research Society 44, no. 9 (September 1993): 909–23. http://dx.doi.org/10.1057/jors.1993.159.

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19

de Waal, Alex. "Negative capability." Index on Censorship 24, no. 5 (September 1995): 58–66. http://dx.doi.org/10.1177/030642209502400512.

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20

Hoelzl, Erik, and Arie Kapteyn. "Financial capability." Journal of Economic Psychology 32, no. 4 (August 2011): 543–45. http://dx.doi.org/10.1016/j.joep.2011.04.005.

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21

Claassen, Rutger. "CAPABILITY PATERNALISM." Economics and Philosophy 30, no. 1 (March 2014): 57–73. http://dx.doi.org/10.1017/s0266267114000042.

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A capability approach prescribes paternalist government actions to the extent that it requires the promotion of specific functionings, instead of the corresponding capabilities. Capability theorists have argued that their theories do not have much of these paternalist implications, since promoting capabilities will be the rule, promoting functionings the exception. This paper critically surveys that claim. From a close investigation of Nussbaum's statements about these exceptions, it derives a framework of five categories of functionings promotion that are more or less unavoidable in a capability theory. It argues that some of these categories may have an expansionary dynamic; they may give rise to widespread functionings promotion, which would defeat the capabilitarian promise that paternalist interventions will be exceptions to the rule of a focus on capabilities. Finally, the paper discusses three further theoretical issues that will be decisive in holding this paternalist tendency in check: how high one sets threshold levels of capability protection, how lengthy one's list of basic capabilities is, and how one deals with individual responsibility for choices resulting in a loss of one's capabilities.

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22

Jones, Michael, and Richard Vines. "Cultivating capability." Records Management Journal 26, no. 3 (November 21, 2016): 242–58. http://dx.doi.org/10.1108/rmj-11-2015-0035.

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Purpose This paper aims to advocate that significant human and systems-based capabilities (termed “socio-technical capabilities”) need to be developed in government departments and other public sector organisations to support more effective description of information resources, collections and their context in online environments. Design/methodology/approach The ideas in this paper draw upon the findings of several action research interventions undertaken within a government department in Victoria in Australia since 2011 as part of a knowledge management initiative. Specific focus is given to the design and development of a new record-centric knowledge curation tool (KCT). Findings Effective functioning of KCT relies upon the input of well-structured, standards-based metadata used to describe collections, information resources and their context. The central claim is that the move towards standards-based descriptions will fundamentally change the capabilities required to manage, search for and disseminate knowledge and records. Research limitations/implications In addition to the capabilities discussed, management of records and knowledge through time requires commitments to stable repository, workflow and administrative systems, and working with contemporary systems involves technical knowledge such as the use of application programming interfaces. These aspects are not discussed here. Practical implications The capabilities discussed in this paper are socio-technical in nature. This means there is a requirement to shift current perspectives about who is responsible for managing organisational information as collections. Originality/value While some of the concepts discussed will be familiar to information professionals, the paper provides a unique description of how existing archival and recordkeeping practices are being integrated in innovative ways within organisations outside the information management professions.

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23

Boyle, Breidge, and Leslie Altimier. "Fostering capability." Journal of Neonatal Nursing 24, no. 5 (October 2018): 233–34. http://dx.doi.org/10.1016/j.jnn.2018.08.002.

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24

Blok, Willem, and Collin Den Braber. "Capability approach." Maatwerk 16, no. 2 (April 2015): 10–11. http://dx.doi.org/10.1007/s12459-015-0020-8.

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Den Braber, Collin. "Capability approach." Maatwerk 16, no. 5 (October 2015): 10–13. http://dx.doi.org/10.1007/s12459-015-0076-5.

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26

Jenny, Heinz. "System capability." MTZ worldwide 70, no. 10 (October 2009): 30–34. http://dx.doi.org/10.1007/bf03227978.

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27

De Man, Ard-Pieter. "Alliance Capability:." European Management Journal 23, no. 3 (June 2005): 315–23. http://dx.doi.org/10.1016/j.emj.2005.04.009.

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28

Runciman, B. "Capability Conundrums." ITNOW 57, no. 4 (November 10, 2015): 4–9. http://dx.doi.org/10.1093/itnow/bwv088.

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29

Sun, Sunny Li, and Bo Zou. "Generative Capability." IEEE Transactions on Engineering Management 66, no. 4 (November 2019): 636–49. http://dx.doi.org/10.1109/tem.2018.2841803.

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30

Smith, Sara, and Jan Martin. "Practitioner capability." Higher Education, Skills and Work-based Learning 4, no. 3 (October 20, 2014): 284–300. http://dx.doi.org/10.1108/heswbl-04-2014-0009.

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Purpose – The purpose of this paper is to investigate the role of creative activity and storytelling in assisting development of students’ reflective ability and critical thinking. Design/methodology/approach – Eight biomedical science students undertaking year-long work-based placements took part in this action research study. A coding scheme was designed to assess students’ reflections initially and at each stage of the study. Intervention activities involved students using mood boards, images and storytelling to assist development of creative learning spaces with a thematic approach employed to analyse both personal and collective reflections. Post-intervention evaluation considered possible long-term impact on students’ reflective ability. Findings – Students’ pre-intervention reports showed little reflection focusing mainly on competence demonstration and descriptive situation summaries. During the intervention workshops, all students demonstrated both identification of self as a practitioner and a critically reflective approach. However, this was not maintained long term as initial post-intervention reports tended to revert to a more descriptive style of writing suggesting longer-term support is required. Research limitations/implications – The importance of further research into the long-term usefulness of creative collaborative learning spaces in work-based programmes is suggested. Originality/value – This is the first study investigating the approach to supporting critical reflection during work placement in biomedical scientists. It is suggested that the current competence-based training programme provides limited opportunities for developing and embedding critical reflection. Where opportunities are provided, such as creative learning spaces, students’ critical reflection was greatly enhanced. However, it appears essential that this approach is maintained throughout training as critically reflective skills developed during collaborative learning have limited transferability to subsequent reflective report writing.

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31

Summers, John. "Negative Capability." Baffler 22 (March 2013): 6–7. http://dx.doi.org/10.1162/bflr_e_00123.

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32

Mabsout, Ramzi. "Mindful capability." Ecological Economics 112 (April 2015): 86–97. http://dx.doi.org/10.1016/j.ecolecon.2015.01.008.

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33

Jenny, Heinz. "System Capability." ATZ worldwide 111, no. 9 (September 2009): 60–62. http://dx.doi.org/10.1007/bf03225319.

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34

ranjbarfard, mina, and Seyedeh Reyhaneh Mirsalari. "IT Capability Evaluation through the IT Capability Map." Journal of Information Systems and Telecommunication (JIST) 8, no. 32 (January 18, 2021): 207–18. http://dx.doi.org/10.29252/jist.8.32.207.

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35

Balslev Nielsen, Susanne, and Mostafa Momeni. "Structural Capability of an Organization toward Innovation Capability." Journal of Management Research 8, no. 2 (March 14, 2016): 86. http://dx.doi.org/10.5296/jmr.v8i2.8987.

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<p>The scholars in the field of strategic management have developed two major approaches for attainment of competitive advantage: an approach based on environmental opportunities, and another one based on internal capabilities of an organization. Some investigations in the last two decades have indicated that the advantages relying on the internal capabilities of organizations may determine the competitive position of organizations better than environmental opportunities do. Characteristics of firms shows that one of the most internal capabilities that lead the organizations to the strongest competitive advantage in the organizations is the innovation capability. The innovation capability is associated with other organizational capabilities, and many organizations have focused on the need to identify innovation capabilities. </p><p>This research focuses on recognition of the structural aspect of innovation capability and proposes a conceptual framework based on a Qualitative Meta Synthesis of academic literature on organizations innovation capability. This is proposed for the development of the concept of innovation capability in the organizations and this paper includes an expert based validation in three rounds of the Delphi method. And for the purpose of a better appreciation of the relationship dominating the factors of the conceptual framework, it has distributed the questionnaire in Iranian companies of the Food industry. At last, this research proposed a direct relationship between Innovation Capability and Structural Capability. Also, it offers the most important components and indices which directly influence and are related to the structural capability of innovation capability.</p>

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36

Potocki, Tomasz. "Locating Financial Capability Within Capability Approach – Theoretical Survey." Gospodarka Narodowa 309, no. 1 (March 31, 2022): 96–106. http://dx.doi.org/10.33119/gn/147640.

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37

Zawislak, Paulo Antônio, André Cherubini Alves, Jorge Tello-Gamarra, Denise Barbieux, and Fernanda Maciel Reichert. "Innovation Capability: From Technology Development to Transaction Capability." Journal of technology management & innovation 7, no. 2 (July 2012): 14–27. http://dx.doi.org/10.4067/s0718-27242012000200002.

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38

Persijn, Marcel, and Yves Van Nuland. "RELATION BETWEEN MEASUREMENT SYSTEM CAPABILITY AND PROCESS CAPABILITY." Quality Engineering 9, no. 1 (January 1996): 95–98. http://dx.doi.org/10.1080/08982119608919020.

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39

Vesalainen, Jukka, and Henri Hakala. "Strategic capability architecture: The role of network capability." Industrial Marketing Management 43, no. 6 (September 2014): 938–50. http://dx.doi.org/10.1016/j.indmarman.2014.05.008.

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40

Klavans, Judith. "The Role of Cognitive Capability in Capability Engineering." INSIGHT 8, no. 1 (October 2005): 24–28. http://dx.doi.org/10.1002/inst.20058124.

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41

He, Xin Hua, Yi Nan Ma, and Qiong Wang. "Aggregation of Systematic Operational Capability of Armaments." Advanced Materials Research 756-759 (September 2013): 4439–43. http://dx.doi.org/10.4028/www.scientific.net/amr.756-759.4439.

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Aggregation of systematic operational capability of armaments is significant for armaments systems' developing, constructing and using. As holistic avalanche and operational capability's nonlinear character of armaments systems, the feedback mechanism among capability indexes is researched and an aggregate method of systematic operational capability based on feedback mechanism is proposed on this paper, what's more, the method is proved effective by certain example of reconnaissance intelligence armaments systems' operational capability aggregation.

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42

Ben Mahmoud-Jouini, Sihem, and Julie SAHAKIAN. "Design as a Dynamic Capability : A Capability Building Framework." Academy of Management Proceedings 2021, no. 1 (August 2021): 13437. http://dx.doi.org/10.5465/ambpp.2021.13437abstract.

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43

Jiang, Wei, Felix tinoziva Mavondo, and Margaret Jekanyika Matanda. "Integrative capability for successful partnering: a critical dynamic capability." Management Decision 53, no. 6 (July 13, 2015): 1184–202. http://dx.doi.org/10.1108/md-04-2014-0178.

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Purpose – The purpose of this paper is to advance the concept of “integrative capability” as a critical dynamic capability (DC) and empirically investigate its implications for a firm’s sustainable competitive advantage in business partnerships. Design/methodology/approach – This study is based on an empirical analysis of a sample of 300 manufacturing firms in south and central China. Findings – Integrative capability is an important mediator in relationship between operational capabilities (managerial, marketing and technological capabilities) and firm performance. Integrative capability has a significant direct impact on a firm’s performance (marketing effectiveness and financial performance) and also indirect impact via the creation of new operational capabilities. Practical implications – Managers should recognise the significant payoffs of developing integrative capability. Integrative capability helps a firm transfer the benefits of operational capabilities from alliances partners to superior firm performance. Further, integrative capability also effectively updates and renews a firm’s operational capabilities that lead to an enhanced firm performance. Originality/value – Extending the DC literature, this study untangles the complex relationship among operational capabilities, DC and firm performance. Moreover, the study adds new insights into extant literature by conceptualising, operationalising and empirically testing one specific DC – integrative capability.

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44

Yoon, Chui Young. "Measuring enterprise IT capability: A total IT capability perspective." Knowledge-Based Systems 24, no. 1 (February 2011): 113–18. http://dx.doi.org/10.1016/j.knosys.2010.07.011.

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45

Shukla, Dr Manasi. "Knowledge Utilization Capability and its Dimensions." Indian Journal of Applied Research 3, no. 6 (October 1, 2011): 382–84. http://dx.doi.org/10.15373/2249555x/june2013/127.

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46

Lukov, Vladimir. "Counter-Terrorism Capability: Preventing Radiological Threats." Connections: The Quarterly Journal 04, no. 2 (2005): 47–66. http://dx.doi.org/10.11610/connections.04.2.08.

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47

Flanagan, Dennis. "Bite Force Capability." Journal of the American Dental Association 152, no. 3 (March 2021): 187. http://dx.doi.org/10.1016/j.adaj.2021.01.007.

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48

Vo, Toan Khanh, and Hung Nguyen Bui. "Mass customization capability." Science and Technology Development Journal 16, no. 2 (June 30, 2013): 5–15. http://dx.doi.org/10.32508/stdj.v16i2.1468.

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This paper aims to evaluate the reliability, validity and unidimentionality of the scales. A prepilot study was completed that involved three manufacturing managers and four academic experts to improve content validity. A pilot study was then completed that 108 middle and senior manufacturing managers in HCM City and neighboring provinces. Cronbach’s alpha and EFA analysis was used to assess the reliability validity and unidimentionality of the scales. The initial results show that mass customization capability, product modularity, supplier integration may have reliability, validity and unidimentionality; customer integration may not have unidimentionality. Therefore, large-scale data collection and analysis will have collected and analyzed to validate the instruments, test the model and research hypotheses.

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49

Neitsch, Conrad, Micheal Golden, and L. R. Hossner. "LAND CAPABILITY CLASSIFICATION." Journal American Society of Mining and Reclamation 1997, no. 1 (1997): 141–51. http://dx.doi.org/10.21000/jasmr97010141.

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50

Robeyns, Ingrid. "The capability approach." Philosophers' Magazine, no. 50 (2010): 92–93. http://dx.doi.org/10.5840/tpm20105073.

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