Journal articles: 'Organisational capability'

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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 12, 2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.

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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.

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Zijl, Charl Van, and Jean-Paul Van Belle. "Organisational Impact of Enterprise Architecture and Business Process Capability in South African Organisations." International Journal of Trade, Economics and Finance 5, no. 5 (October 2014): 405–13. http://dx.doi.org/10.7763/ijtef.2014.v5.407.

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McCosker, Anthony, Xiaofang Yao, Kath Albury, Alexia Maddox, Jane Farmer, and Julia Stoyanovich. "Developing data capability with non-profit organisations using participatory methods." Big Data & Society 9, no. 1 (January 2022): 205395172210998. http://dx.doi.org/10.1177/20539517221099882.

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In this paper, we explore the methodologies underpinning two participatory research collaborations with Australian non-profit organisations that aimed to build data capability and social benefit in data use. We suggest that studying and intervening in data practices in situ, that is, in organisational data settings expands opportunities for improving the social value of data. These situated and collaborative approaches not only address the ‘expertise lag’ for non-profits but also help to realign the potential social value of organisational data use. We explore the relationship between data literacy, data expertise and data capability to test the idea that collaborative work with non-profit organisations can be a practical step towards addressing data equity and generating data-driven social outcomes. Rather than adopting approaches to data literacy that focus on individuals – or ideal ‘data citizens’ – we target the organisation-wide data settings, goals and practices of the non-profit sector. We conclude that participatory methods can embed social value-generating data capability where it can be sustained at an organisational level, aligning with community needs to promote collaborative data action.

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Sharp, Colin A. "An Organisational Evaluation Capability Hierarchy Model for Self-diagnosis1." Evaluation Journal of Australasia 4, no. 1-2 (March 2005): 27–32. http://dx.doi.org/10.1177/1035719x05004001-205.

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The use of Capability Maturity Models in financial management, project management, people management and information systems management in a wide variety of organisations indicates the potential for an Organisational Evaluation Capability Hierarchy to guide the self-diagnosis of organisations in building their evaluation maturity. This paper is about the theory behind this growing trend in organisational governance and organisational diagnosis, and explores its relevance to evaluation theory and practice. This theoretical analysis may have long-term practical benefits for evaluation practitioners, as is being developed in the fields of project management, financial management, and people management in a wide range of organisations.

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Hedayati, Alireza, Mohammad Khalilzadeh, and Arman Bahari. "The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction." Journal of Information & Knowledge Management 20, no. 02 (April 28, 2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.

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Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used to adopt human resource policies in the organisation. Smart PLS 2 software is also used for data analysis as well as the structural equation modelling. The results show that organisational learning ability through user satisfaction and the use of organisational resource planning system affects the individual performance.

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Tay Lee Chin, Tan Fee Yean, and Hon-Wei Leow. "Organisational Learning Capability: Measurement, Validation, and Application in Malaysia." International Journal of Business and Society 23, no. 1 (March 31, 2022): 106–17. http://dx.doi.org/10.33736/ijbs.4601.2022.

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This study aimed to validate the measurement of organisational learning capability originally developed by Chiva et al. (2007) in the Malaysian context. This organisational learning capability scale comprises 14 items grouped into five dimensions, namely experimentation, risk-taking, interaction with the external environment, dialogue, and participative decision-making. An analysis of the scale’s content validity, convergent validity, and discriminant validity was conducted using a total of 251 valid survey responses obtained from Grade 7 construction companies in Malaysia. The findings showed that the five dimensions of organisational learning capability are highly suited for measuring organisational learning capability in the Malaysian context. The validation of the organisational learning capability measurement provides useful insights to organisations wishing to develop a learning culture or enhance their learning capability. This study also enriches the literature by proving that the organisational learning capability measurement is a valid and consistent scale that can be applied at the organisational level and across different cultures and sectors.

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Garnett, Jonathan, Selva Abraham, and Param Abraham. "Using work-based and work-applied learning to enhance the intellectual capital of organisations." Journal of Work-Applied Management 8, no. 1 (March 1, 2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.

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Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.

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Kianto, Aino. "Assessing organisational renewal capability." International Journal of Innovation and Regional Development 1, no. 2 (2008): 115. http://dx.doi.org/10.1504/ijird.2008.020843.

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Oxtoby, Barrie, Tony McGuiness, and Robert Morgan. "Developing Organisational Change Capability." European Management Journal 20, no. 3 (June 2002): 310–20. http://dx.doi.org/10.1016/s0263-2373(02)00047-6.

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Furnival, Joy, Ruth Boaden, and Kieran Walshe. "A dynamic capabilities view of improvement capability." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 821–34. http://dx.doi.org/10.1108/jhom-11-2018-0342.

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Purpose Organisations within healthcare increasingly operate in rapidly changing environments and present wide variation in performance. It can be argued that this variation is influenced by the capability of an organisation to improve: its improvement capability. However, there is little theoretical research on improvement capability. The purpose of this paper is to set out the current diverse body of research on improvement capability and develop a theoretically informed conceptual framework. Design/methodology/approach This paper conceptualises improvement capability as a dynamic capability. This suggests that improvement capability is comprised of organisational routines that are bundled together, and adapt and react to organisational circumstances. Existing research conceptualises these bundles as three elements (microfoundations): sensing, seizing and reconfiguring. This conceptualisation is used to explore how improvement capability can be understood, by inductively categorising eight dimensions of improvement capability to develop a theoretically informed conceptual framework. Findings This paper shows that the three microfoundations which make up a dynamic capability are present in the identified improvement capability dimensions. This theoretically based conceptual framework provides a rich explanation of how improvement capability can be configured. Originality/value Identifying the component parts of improvement capability helps to explain why some organisations are less successful in improvement than others. This theoretically informed framework can support managers and policy makers to identify improvement capability dimensions in need of development. Further empirical research, particularly in non-market settings, such as publicly funded healthcare is required to enhance understanding of improvement capability and its configuration.

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Manu, Patrick, Anush Poghosyan, Abdul-Majeed Mahamadu, Lamine Mahdjoubi, Alistair Gibb, Michael Behm, and Olugbenga O. Akinade. "Design for occupational safety and health: key attributes for organisational capability." Engineering, Construction and Architectural Management 26, no. 11 (November 18, 2019): 2614–36. http://dx.doi.org/10.1108/ecam-09-2018-0389.

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Purpose Against the backdrop of the contribution of design to the occurrence of occupational injuries and illnesses in construction, design for occupational safety and health (DfOSH) is increasingly becoming prominent in the construction sector. To ensure that design interventions are safe for construction workers to build and maintain, design firms need to have the appropriate organisational capability in respect of DfOSH. However, empirical insight regarding the attributes that constitute DfOSH organisational capability is lacking. The purpose of this paper, which trailblases the subject of DfOSH organisational capability in construction, is to address two key questions: what organisational attributes determine DfOSH capability? What is the relative priority of the capability attributes? Design/methodology/approach The study employed three iterations of expert focus group discussion and a subsequent three-round Delphi technique accompanied by the application of voting analytic hierarchy process. Findings The study revealed 18 capability attributes nested within six categories, namely: competence (the competence of organisation’s design staff); strategy (the consideration of DfOSH in organisation’s vision as well as the top management commitment); corporate experience (organisation’s experience in implementing DfOSH on projects); systems (systems, processes and procedures required for implementing DfOSH); infrastructure (physical, and information and communication technology resources); and collaboration (inter- and intra-organisational collaboration to implement DfOSH on projects). Whilst these categories and their nested attributes carry varying weights of importance, collectively, the competence-related attributes are the most important, followed by strategy. Originality/value The findings should enable design firms and other key industry stakeholders (such as the clients who appoint them) to understand designers’ DfOSH capability better. Additionally, design firms should be able to prioritise efforts/investment to enhance their DfOSH capability.

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Sook-Ling, Lew, Maizatul Akmar Ismail, and Yuen Yee-Yen. "Information infrastructure capability and organisational competitive advantage." International Journal of Operations & Production Management 35, no. 7 (July 6, 2015): 1032–55. http://dx.doi.org/10.1108/ijopm-12-2013-0553.

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Purpose – The purpose of this paper is to propose an inclusive research model to overcome the single perspective issues of the previous research which were looking at either on knowledge management (KM) activity, information technology (IT) applications or information infrastructure capability (IIC) independently. Design/methodology/approach – This paper reviewed and categorised five knowledge management (KM) frameworks: first, KM foundation studies; second, resource-based view studies; third, IIC studies; fourth, competitive advantage (CA) studies; fifth, organisational information processing theory studies to propose research model. Case studies based on face-to-face interviews were conducted to empirically analyse the proposed research model. Findings – An inclusive research model was suggested to redress the key limitation of past studies in this research field. Research limitations/implications – Since Asian countries are at present heading for the creation of a knowledge economy, the present study is important to assist government and researchers to develop the most suitable information infrastructure for effective KM in the organisation. The research model proposed by the present study can also become a key reference to the governments and researchers in other developing countries towards the creation of knowledge economy. Practical implications – The model proposed by the present study will help organisations to examine the performance of their current information infrastructure towards developing new business processes, techniques and decisions for effective KM in the organisations. Originality/value – The present study is one of the pioneer studies that integrating important IICs such as the integrating capability, data management capability, security capability, utility capability and collaborating capability in the research framework to assist knowledge-based companies to enhance current KM practices and attain long-term CA.

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Arief, Muhtosim, and Yerki Teguh Basuki. "Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach)." Advanced Science Letters 21, no. 4 (April 1, 2015): 690–94. http://dx.doi.org/10.1166/asl.2015.5879.

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This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.

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HOOGE, SOPHIE, MATHIAS BÉJEAN, and FRÉDÉRIC ARNOUX. "ORGANISING FOR RADICAL INNOVATION: THE BENEFITS OF THE INTERPLAY BETWEEN COGNITIVE AND ORGANISATIONAL PROCESSES IN KCP WORKSHOPS." International Journal of Innovation Management 20, no. 04 (May 2016): 1640004. http://dx.doi.org/10.1142/s1363919616400041.

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In several industries, competitive and societal factors have highlighted the need for incubating dedicated radical innovation (RI) capabilities. Traditional approaches to RI strategies have often emphasised either organisational or cognitive aspects, but tend to overlook how these dimensions interact within the organisation. This paper tackles the issue of these interplays by investigating the effects of a creativity-based collaborative method, the KCP Workshops, on the RI capability of a firm. We present an in-depth case study of a leading aeronautics firm that adopted the method to face its RI challenges. While being consistent with prior research and underscoring the impact of organisational settings on creative cognitive processes, our analysis empirically demonstrates a triple capability developed through the KCP Workshops: (1) collectively building a conceivable RI strategy, (2) deploying a monitoring process adapted to the exploration of cognitive breakthroughs, (3) collectively building “emerging creative organisations” at the ecosystem level to support the development of RI strategy. Beyond the performance of the RI capability for commercial applications, these findings underline how the collective design of an RI strategy also involves players in the exploration and establishment of organisational innovations.

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Geiger, Till, Charles Harvey, and Geoffrey Jones. "Organisational Capability and Competitive Advantage." Economic History Review 47, no. 1 (February 1994): 207. http://dx.doi.org/10.2307/2598243.

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Hillson, David. "Assessing organisational project management capability." Journal of Facilities Management 2, no. 3 (July 2003): 298–311. http://dx.doi.org/10.1108/14725960410808276.

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Korma, Mesfin, Naveen Kolloju, Harshavardhan Reddy Kummitha, and Mohanad Ali Kareem. "Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions." Business Systems Research Journal 13, no. 1 (June 1, 2022): 138–55. http://dx.doi.org/10.2478/bsrj-2022-0009.

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Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural equation modelling was used to test the proposed hypothesis. Results: The results showed that organisational dimensions such as organisational learning, team orientation and strategic direction and intent are supported, and it is proved that these dimensions can significantly influence the overall performance of the organisation in the study area, whereas the remaining two dimensions: creating change, and goals and objectives are not supported by their organisations. Conclusions: The study concludes that the culture of creating change can enable organisations to achieve their goals and objectives. Organisations must focus on improving the capability of human resources. Especially, it is compulsory for the employees of the educational institutions as they must adopt technological assistance and other types of knowledge of value to encourage innovative practices in the teaching-learning process.

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Migdadi, Mahmoud M., Mohammed K. Abu Zaid, Mohammed Yousif, Ra’d Almestarihi, and Khalil Al-Hyari. "An Empirical Examination of Knowledge Management Processes and Market Orientation, Innovation Capability, and Organisational Performance: Insights from Jordan." Journal of Information & Knowledge Management 16, no. 01 (March 2017): 1750002. http://dx.doi.org/10.1142/s0219649217500022.

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There are many studies discussing how knowledge management and market orientation (MO) are positively related to innovation, but an examination of the impact of the knowledge management processes (KMP) — as we conceptualize the four in this study — and MO on the innovation capability of organisations which in turn impact organisational performance has never been done. Hence, this study formulates a comprehensive conceptual framework which encompasses KMP (knowledge creation, intra-organisational knowledge sharing and application, external knowledge acquisition, and knowledge storage and documentation), MO (customer orientation, competitor orientation and inter-functional coordination), innovation capability (product, process, marketing and organisational innovation), and organisational performance (product quality, operational performance and financial performance). Then empirically test the relationships among the study models with the focus on the mediating role of innovation capability. The design of the study is based on a survey of 210 Jordanian manufacturing and service organisations. The sample of this study encompasses the mid-level managers of the organisations. About 440 self-administered questionnaires were distributed among the respondents. Confirmatory factor analysis is undertaken to assess statistically the validity of the study measures. Then the structural equation modelling (SEM) path analysis is used to assess the structural relationship of KMP, MO with innovation capability, and organisational performance. The results of the study reveal that engagement in KMP and MO can lead to better innovation capability in the organisations which in turn can lead to better organisational performance. The results we observe concerning this sample of companies may not be applicable to a greater population of companies from other countries with a different technological base or to specific subsectors of the manufacturing industry (e.g. the food industry). Moreover, the study represents only snapshots since it utilized self-administered questionnaires which also have no qualitative data. For the practicing managers intending to increase the rate of innovation in their firms, this means that KMP and MO are important activities to master. Additionally, managers should put additional emphasis on innovation as it is an important element for achieving improved overall firm’s performance and sustainable competitive power.

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Alkaraeen, Mohamed, and Ahmed Al-Ashaab. "Toward the Digitalisation of the Organisational Learning Capability to Enhance Organisational Performance." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (February 11, 2021): 444–54. http://dx.doi.org/10.37394/23207.2021.18.45.

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Public organisations provide training to enhance their employee’s capabilities to provide better services. Public organisations use different learning methods to enhance their employee’s skills and service offering. Therefore, public organisations are considering different learning programmes such as classroom training, coaching, mentoring etc. For the organisations to be effective in providing the learning programs to their employees, there is a need to have an approach to support these efforts. This study suggests that Organisational Learning Capability (OLC) is the right approach to do that. This is because OLC facilitates the learning process. The study proposes an OLC model consists of the key elements that represent the definition of OLC; these are the learning processes, enablers, influential factors. This paper explores how organisations can bridge the gap between investments in learning initiatives and improvement in service provision in public organisations. The context of this study is the creation of a set of learning and development programs in the public services organisations. The top OLC model helps to define all other learning programmes where the coaching learning program is presented in this paper.

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B. ONAMUSI, Abiodun, Grace O. MAKINDE, and Babatunde H. AKINLABI. "Entry Mode Strategy, Firm-Level Capability, Environmental Turbulence, and Organisational Performance: A Moderated Analysis." MANAGEMENT AND ECONOMICS REVIEW 5, no. 2 (December 15, 2020): 278–90. http://dx.doi.org/10.24818/mer/2020.12-07.

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This study examined the effect of entry mode strategy and firm-level capability on organisational performance of selected Fast-Moving Consumer Goods (FMCG) manufacturer in Lagos State, Nigeria; more so, it investigated the moderating effect of environmental turbulence on the interaction between entry mode strategy and firm-level capability, and organisational performance. The cross-sectional survey research design was adopted with a sample of 452 employees of twelve selected FMCGs manufacturers in Lagos State, Nigeria. A hierarchical regression analysis was conducted to substantiate the moderation-effect hypotheses formulated. Findings showed that entry mode strategy and firm-level capability have a positive and significant effect on organisational performance. Further analysis showed that the interaction term of environmental turbulence, firm-level capability, and entry mode strategy explained the increase in organisational performance with the introduction of environmental turbulence as a moderator. Beyond the performance-effect of entry mode strategy and firm-level capability, management needs to keep abreast of issues happening in the external environment and proactively position their organisation to take advantage of the environment's opportunities while reducing exposure to negative consequences.

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Mao, Yunshi, and Jing Quan. "IT Enabled Organisational Agility." Journal of Organizational and End User Computing 27, no. 4 (October 2015): 1–24. http://dx.doi.org/10.4018/joeuc.2015100101.

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This paper examines the role of information technology (IT) in enabling organisational agility. The authors focus on two IT capabilities, IT exploration and IT exploitation. On the basis of conceptualisation of the capability lifecycle and a hierarchy of dynamic capabilities, the authors establish a theoretical linkage between lower-order capability and higher-order capability, i.e., IT exploration capability to IT exploitation capability to organisational agility. Using the partial least square approach, the authors empirically test the proposed relationships using data from 289 manufacturers in the Pearl River Delta region of Guangdong province, People's Republic of China. Our results suggest the positive effects of IT exploration and exploitation capabilities on customer, operational and partner agilities. In addition, the authors find that IT exploitation capability mediates the relationship between IT exploration capability and organisational agility. On the basis of our findings, implications for theory and practice as well as future research opportunities are discussed.

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Thomas, Peter. "Building transformative capability through civil service reform." Administration 68, no. 4 (December 1, 2020): 73–96. http://dx.doi.org/10.2478/admin-2020-0025.

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Abstract This article explores the importance of capability building to the success of public service reforms. It draws on the neglected literature on capability to explore how capability is a product (or not) of the interaction between the skills, experience and methods of an individual – and the culture, structures, processes of the organisation they work in. The analysis identifies four key features of successful capability-building reforms in the UK, which are also found in the early successes of the Goal Programme for Public Service Reform and Innovation: an iterative and permissive approach to project identification and scoping; projects on high-priority, cross-cutting outcomes that demand new ways of working; projects that are connected with conducive elements of the organisational and leadership context; projects that are designed to create or adapt ‘enabling routines’ which civil servants ‘learn by doing’. Such reforms have acted as capability factories. And as the early adopters of new routines rise through the organisation and take on new roles, they become advocates and teachers of the routines and practice they have acquired. This is how organisations learn and build the capability they need to succeed.

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Jiménez-Jiménez, Daniel, Micaela Martínez-Costa, and Lorena Para-Gonzalez. "Implications of TQM in firm’s innovation capability." International Journal of Quality & Reliability Management 37, no. 2 (October 17, 2019): 279–304. http://dx.doi.org/10.1108/ijqrm-09-2018-0233.

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Purpose Over the last few decades, some researchers have analysed the role of total quality management (TQM) as a precursor of innovation. However, the relationship between TQM and organisational innovation remains unclear and contradictory. The purpose of this paper is to provide a framework intended to clarify the complex effect that the implementation of a TQM system has on organisational innovation, where market orientation (MO) and knowledge management (KM) play a mediator role. Design/methodology/approach Data in this study come from a survey of 706 Spanish CEOs. The results were analysed employing structural equation modelling to determine how TQM, MO and KM influence innovation. Findings The results of the empirical study show that there is a curvilinear effect between TQM and organisational innovation. Both MO and KM perspectives play a mediator role between TQM and innovation. Practical implications Managers should be aware that management based on TQM help organisations not only to get higher quality but also to be market oriented and better manage their knowledge; what will help them to develop innovations. Originality/value This research sheds light on the question of the relationship between TQM and organisational innovation that has received mixed conclusions in the literature. There is evidence in this research that the relationship between TQM and innovation responds to a curvilinear relationship, where high levels of TQM favour a more than proportionate effect on the development of innovation. It also clarifies the mechanisms by which this effect is produced, with MO and KM as mediator variables.

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Sachdev, Anil, and Arjya Chakravarty. "Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India." NHRD Network Journal 13, no. 3 (July 2020): 370–82. http://dx.doi.org/10.1177/2631454120953036.

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This article intends to introduce and explore the process and execution of change in complex dynamic organisation systems. Transformations are purposeful system-wide journey of organisational change. The emphasis is on the interaction between system elements more than on the analysis of each component. ‘Whole System transformation’ is involved in creating renewed organisations from within itself by enabling or allowing the system to transform itself. Real-time strategic change is presented as a framework in this context of evolutionary open systems. This article explores organisational change in a richer and more insightful way. The large-scale interaction process (LSIP) is illustrated and explained and its relationship to transformation and change in organisations is explored in a procedural view of this change paradigm. The authors outline the theoretical aspects of organisational change processes in Kathie Dannemiller’s whole systems thinking intellectual heritage. The article draws from experiences in many organisations that have benefited from this approach over the last 25 years with capability built among hundreds of facilitators to carry this approach forward.

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Healy, Margaret, Peter Cleary, and Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.

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Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.

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Rauffet, Philippe, Catherine Da Cunha, and Alain Bernard. "Managing resource learning in distributed organisations with the organisational capability approach." International Journal of Technology Management 70, no. 4 (2016): 300. http://dx.doi.org/10.1504/ijtm.2016.075902.

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MBEBA, ROLAND DARLINGTON. "Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation." Journal of International Cooperation and Development 1, no. 1 (November 5, 2018): 13. http://dx.doi.org/10.36941/jicd-2018-0002.

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In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk research approach, qualitatively reviewing extensive literature, which is to yield detailed reported information, and this conviction of enquiry enables a deeper understanding of the effectiveness. The findings thus reveal that changing organisational culture is an uphill task although a flexible organisational culture is fundamental to organisations existence and capability to compete in a dynamic environment. Organisational culture change is essential in supporting organisational change. In other words a flexible organisational culture is essential in ensuring a smooth change process.

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Davison, Graydon, and Paul Hyland. "Palliative care teams and organisational capability." Team Performance Management: An International Journal 8, no. 3/4 (June 2002): 60–67. http://dx.doi.org/10.1108/13527590210433357.

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Harvey, Charles, and Geoffrey Jones. "Introduction Organisational Capability and Competitive Advantage." Business History 34, no. 1 (January 1992): 1–10. http://dx.doi.org/10.1080/00076799200000001.

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Jerez Gómez, Pilar, José J. Céspedes Lorente, and Ramón Valle Cabrera. "Training practices and organisational learning capability." Journal of European Industrial Training 28, no. 2/3/4 (February 2004): 234–56. http://dx.doi.org/10.1108/03090590410527636.

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Asah-Kissiedu, Millicent, Patrick Manu, Colin Booth, and Abdul-Majeed Mahamadu. "Organisational Attributes that Determine Integrated Safety, Health and Environmental Management Capability." MATEC Web of Conferences 312 (2020): 02009. http://dx.doi.org/10.1051/matecconf/202031202009.

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Implementing separate Environmental Management System (EMS) and Safety and Health Management System (SHMS) can be costly for organisations and hence the advent of integrated management systems. The effective implementation of integrated safety, health and environmental (SHE) management would require companies to have the appropriate organisational capability. Within the academic literature, it is unclear which organisational attributes are important for ascertaining integrated SHE management capability of construction companies. This study sought to address this through a comprehensive review of literature relating to SHE management in construction and SHE management systems and models. The study revealed that organisational attributes that could determine integrated SHE management capability include: senior management commitment to SHE; SHE risks management; SHE objectives and programs; staff competencies; resources for SHE implementation; SHE roles and responsibilities; SHE communications; SHE documentation and control measures; SHE emergency plans; SHE monitoring and performance measurement; and SHE auditing and management review to capture lessons learned. These attributes could enable construction companies and other key industry stakeholders to understand construction companies’ capability to implement an integrated SHE management system.

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Ngui, Kwang Sing, Peter Songan, and Kian Sam Hong. "Organisational Learning Capability of Malaysia SMEs: Examining the Effects of Entrepreneurial Orientation and Human-Capital Development Practices." Journal of Information & Knowledge Management 07, no. 04 (December 2008): 219–30. http://dx.doi.org/10.1142/s0219649208002123.

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The current study built and empirically tested a model of the relationships between selected organisational variables, Organisational Learning (OL) capability and performance in the context of small- and medium-sized enterprises (SMEs) in Malaysia. Theoretical advances in the OL domain have been based on the experiences of large organisations in the western hemisphere. In response, the study focuses on analysing the OL capability of SMEs in a transitional economy, namely Malaysia. Structural equation modeling was applied to analyse the datasets from 256 manufacturing and services SMEs. Statistical results showed that entrepreneurial orientation and human-capital development practices have direct positive effects on SMEs' OL capability. It was further found that human-capital development practices mediated the relationship between entrepreneurial orientation and OL capability. This implied that while entrepreneurial orientation fosters the need for a strong OL capability, human-capital development practices serve as the mechanisms for developing such capability. Lastly, empirical evidence was provided to support the notion that OL capability enhances the performance of SMEs.

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Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.

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Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for “deep smarts” people who act as “boundary spanners”. These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with “deep smarts” people – in managerial, auxiliary and clinical positions – has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.

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Fernandes, Daniel Soares, and George Joseph. "Organisational Strategies for Competitive Advantage in the Construction Industry: Chinese Dominance in Southern Africa." Journal of Construction in Developing Countries 25, no. 2 (December 15, 2020): 1–38. http://dx.doi.org/10.21315/jcdc2020.25.2.1.

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Chinese enterprises are presently dominating various sectors of businesses abroad, offering a wide range of low to high-end quality products and services. The construction sector in Africa is now being dominated by Chinese multinational contractor companies, who find in Africa their next preferable market to grow. The available literature on the field has serious gaps in explaining which organisational strategies increase the competitive advantage and the market dominance of Chinese multinational contractors, especially in the Southern African region. This research aims to uncover the organisational strategies, implemented by Chinese multinational contractors operating in the Southern African region, who have paved the way and consolidated their success in the region. Through a mixed methods process, qualitative and quantitative data are obtained. The construction markets of the Southern African region are analysed (environmental analysis) and the main multinational Chinese contractors are identified, through a literature review and organisational analysis. Several organisational strategies are shortlisted and, finally, through an online questionnaire, the opinions of the participants to rank the organisational strategies previously identified in terms of contribution to the actual success, copying capability, etc., are carried out. The findings revealed that the capability to offer a lower price for construction services, the easy access to loans and funds from the organisation's home government and the capability to trade debt for local resources, such as wood, land and minerals are the organisational strategies that mostly contributed to the recent Chinese contractor dominance in the Southern African construction market.

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Katic, Mile, Dilek Cetindamar, and Renu Agarwal. "Deploying ambidexterity through better management practices: an investigation based on high-variety, low-volume manufacturing." Journal of Manufacturing Technology Management 32, no. 4 (March 9, 2021): 952–75. http://dx.doi.org/10.1108/jmtm-07-2020-0276.

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PurposeWhilst capabilities in exploiting existing assets and simultaneously exploring new opportunities have proven essential in today's organisations, an understanding of how these so-called ambidextrous capabilities are deployed remains elusive. Thus, the authors aim to investigate the role of better management practices (BMP), as organisational routines, in deploying ambidextrous capabilities in practice.Design/methodology/approachHigh-variety, low-volume (HVLV) manufacturers are adopted as exemplar ambidextrous organisations. A conceptual model was developed where BMP, including human resource management (HRM) and production planning and control (PPC), are considered as mediators in the relationship between ambidextrous capabilities and organisational performance outcomes. Partial least squares structural equation modelling was adopted to analyse the results of a survey undertaken by Australian HVLV manufacturers.FindingsThe results suggest that merely holding ambidextrous capabilities is not enough – demonstrating a fully mediating role of BMP between ambidextrous capabilities and HVLV manufacturer performance outcomes. However, the individual effects of PPC and HRM prove varied in their unique impact on HVLV manufacturer performance.Practical implicationsThis study also provides a rare account of how HVLV manufacturers can leverage their inherently ambidextrous design towards greater organisational performance and highlights critical considerations in the selection of organisational capabilities.Originality/valueBy exemplifying the explanatory power of BMP in ambidextrous capability deployment, this study moves beyond the more prevalent stance on the links between BMP and ambidextrous capabilities as that of capability building through management practices, to one concerning the deployment of the capability itself.

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Chiva, Ricardo, Joaquin Alegre, and Rafael Lapiedra. "Measuring organisational learning capability among the workforce." International Journal of Manpower 28, no. 3/4 (June 19, 2007): 224–42. http://dx.doi.org/10.1108/01437720710755227.

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Saunila, Minna, Martti Mäkimattila, and Juho Salminen. "Matrix structure for supporting organisational innovation capability." International Journal of Business Innovation and Research 8, no. 1 (2014): 20. http://dx.doi.org/10.1504/ijbir.2014.058044.

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Strutt, J. E., J. V. Sharp, E. Terry, and R. Miles. "Capability maturity models for offshore organisational management." Environment International 32, no. 8 (December 2006): 1094–105. http://dx.doi.org/10.1016/j.envint.2006.06.016.

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Izadi Z.D., Javad, Sayabek Ziyadin, Maria Palazzo, and Mendip Sidhu. "The evaluation of the impact of innovation management capability to organisational performance." Qualitative Market Research: An International Journal 23, no. 4 (July 13, 2020): 697–723. http://dx.doi.org/10.1108/qmr-04-2020-0052.

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Purpose The purpose of this study is to investigate the impact of innovation management capability on organisational performance. Based on the resource-advantage theory, this study addresses: “To what extent do intellectual and emotional assets influence marketing management capability which loads to the organisation’s performance?” Design/methodology/approach To understand the research objectives, the data was collected via 35 in-depth interviews with managers and academics from various multi-national companies and new empirical insights were offered. Findings This study recognised three components of intellectual and emotional assets (knowledge and competence; digital technology; and reputation) and their influences on business performance. Research limitations/implications The focus on small- and medium-sized enterprises (SMEs) limits the generalisation of this study. To scrutinise the relations documented in this study, future research should be conducted in other country settings and different sector. Originality/value This study contributes to the sustainability literature by developing a conceptual model that explains the development and role of innovation management in a market context with its associated sustainability management outcomes. The results are of importance to both SMEs and policymakers. Clear need to investigate further how organisations can benefit from such capabilities for greater growth is identified.

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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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Taylor, Paul. "How to Choose the Right Supplier." ITNOW 62, no. 2 (May 8, 2020): 48–49. http://dx.doi.org/10.1093/itnow/bwaa051.

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Abstract All organisations employ third-party suppliers, which means supplier selection is now a key organisational capability, writes Paul Taylor MBCS, author, speaker and mentor. To effectively select the right partners, follow this ‘four lensed’ approach.

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Duffield, Stephen Mark. "Application of the Syllk model wiring an organisation for the capability of an online community of practice." VINE Journal of Information and Knowledge Management Systems 46, no. 2 (May 9, 2016): 267–94. http://dx.doi.org/10.1108/vjikms-09-2015-0052.

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Purpose This paper aims to demonstrate how to apply the systemic lessons learned knowledge (Syllk) model to enable the organisation for the capability of an online community of practice (CoP). Design/methodology/approach The research method consisted of multiple spiral “action research” cycles (plan, action, observe and reflect) within a government organisation. The initial planning stage consisted of interviews followed by two focus groups to identify the facilitators and barriers that impact the initial design of the Syllk model within the organisation. Established knowledge management practices were aligned with each of the Syllk elements to address the identified barriers and facilitate learning as the action cycles progressed. Online CoP initiatives were implemented with two action research cycles completed. Actions were observed, monitored, evaluated and reflected on using an after action review process. Findings The results from this research shows how the capability of a CoP can be “wired” (distributed) across organisational systems, and how the Syllk model can be used to conceptually facilitate this. The research highlights the importance in understanding organisational knowledge facilitators and barriers and the associated practices to reflect and learn from past experiences. Research limitations/implications The paper demonstrates an application of the Syllk model, and that action research can benefit project and knowledge management researchers and practitioners. Practical implications This study contributes to practice by highlighting how to use the Syllk model to “wire” an organisation for some know-how capability. Originality/value This study applies a conceptual model enabling management to understand how organisational know-how is distributed (wired) across various systems of an organisation for an online CoP.

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Hartono, Hendry, and Reeya Ardini. "Effect of Opportunity Recognition and Organisation Capability on SME Performance in Indonesia Moderated by Business Model Innovation." Winners 23, no. 1 (February 7, 2022): 35–41. http://dx.doi.org/10.21512/tw.v23i1.6932.

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The research aimed to analyze the effect of opportunity recognition and organisation capability on SME's performance which is moderated by Business Model Innovation. It also aimed to find out and analyse the variables that most significantly affect SME's performance in Jakarta. Data collection were done by collectting questionnaires with 100 respondents who had business. In analysing data, the research used associative methods and moderated regression analysis. The results indicate that opportunity recognition and organisation capability have a significant effect on SME performance, and Business Model Innovation as moderator reduces the influence of opportunity recognition on SME performance but increase the influence of organisation capability on SME performance. Opportunity recognition and organisation capability have a relationship with SME performance, as evidenced by moderated regression analysis (β) of 1,589 and 0,479. After the Business Model Innovation moderates the two variables, the opportunity recognition relationship to SME performance has decreased to 0,657, and organisational capability to SME performance has increased to 0,724. Opportunity recognition, organisation capability, and Business Model Innovation also have a simultaneous influence on SME performance.

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Ofori-Amanfo, Joshua, Samuel Wunmalya Akonsi, and Gloria Kakrabah-Quarshie Agyapong. "The impact of organisational capabilities on the performance of small- and medium-sized enterprises (SMEs)." European Business Review 34, no. 5 (May 4, 2022): 642–65. http://dx.doi.org/10.1108/ebr-06-2021-0139.

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Purpose The purpose of this study was to examine the extent to which organisational capabilities do impact the performance of small- and medium-sized enterprises (SMEs) in Ghana. Design/methodology/approach A cross-sectional survey design was used for the study. Data was collected from 306 SMEs from different sectors of the economy. The partial least square structural equation modelling was used to analyse the relationships between organisational capabilities and SMEs’ performance measured by their financial viability. Findings The findings reveal as predicted that four out of the five organisational capabilities tested were indeed important predictors of SMEs’ financial viability. Specifically, managerial capability, supply chain capability, operations capability and marketing capability were found to positively and significantly impact SMEs’ financial viability. The findings further reveal that firm size does not moderate the relationship between these capabilities and financial viability. Research limitations/implications This study was undertaken in a developing economy with peculiar business operating conditions and, thus, may limit the generalisability of the findings. Practical implications The findings suggest that key organisational capability development is critical for enhancing the financial viability of firms, confirming four of such critical capabilities that are needed by SMEs. The findings further suggest the need for firms irrespective of size to develop organisational capabilities. Originality/value This study has empirically established that developing managerial capability, supply chain capability, operations capability and marketing capability are important success factors if SMEs, irrespective of size, intend to enhance their financial viability.

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TAMBOSI, SILVANA SILVA VIEIRA, GIANCARLO GOMES, and MOHAMED AMAL. "ORGANISATIONAL LEARNING CAPABILITY AND INNOVATION: STUDY ON COMPANIES LOCATED IN REGIONAL CLUSTER." International Journal of Innovation Management 24, no. 06 (October 17, 2019): 2050057. http://dx.doi.org/10.1142/s1363919620500577.

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The paper aims at addressing the influence of organisational learning capability on innovation performance of firms embedded in a regional cluster. Using a structural equation modelling, and based on a survey data of firms in the textile industry, we tested the relationships between learning capability, innovation and regional cluster’s embeddedness. The results of the model estimates show that while learning capability has a positive effect on the innovation performance of firms (efficiency and effectiveness), organisations embedded in territorial agglomerations reveal a greater degree of cooperation and creation of local capabilities, once they make part of a local productive and innovative system. The results also shed light on how the complex relationships between economies of agglomeration and the learning process affect innovation of firms. More, particularly, we suggest that the degree of cooperation among firms and the development of organisational capability may affect their innovation performance. While we do not compare the performance of firms inside and outside regional cluster, we attempted to set up how different degrees of cooperation can shape the development of innovation capabilities and innovation performance.

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M. A., Arokodare, Asikhia O. U., and Makinde G. O. "Information Technology Capability and Performance of Selected Oil and Gas Marketing Companies in Lagos State, Nigeria: The Moderating Role of Organizational Culture." International Journal of Business and Management 15, no. 3 (February 15, 2020): 37. http://dx.doi.org/10.5539/ijbm.v15n3p37.

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Globally, oil and gas marketing companies are in a continuous competitive environment and dilemma of maintaining larger market share among competitors in the oil and gas industry. Most business managers in the oil and gas marketing industry in Nigeria find it difficult in constantly achieving increase in performance in terms of market share due to organisational culture rigidity and poor adoption of information technology capability among oil and gas marketing companies. Hence, this study investigated the relationship between information technology capability and market share as well as the moderating effect of organisational culture on the relationship between information technology capability and performance of oil and gas marketing companies in Lagos State, Nigeria. The study employed survey research design. The target population comprised 515 oil and gas marketing and retail outlets operating in Lagos State, Nigeria. A total enumeration technique was adopted. Findings revealed that there is a significant and positive relationship between information technology capability and market share and also organisational culture significantly moderate the relationship between information technology capability and market share of oil and gas marketing companies in Lagos State, Nigeria. The study concludes that there is relationship between information technology capability and market share. Also, organisational culture moderates the relationship between information technology capability and market share. It is recommended that oil and gas marketing companies should evolve dynamic business models that will enhance adoption of information technology capability and organisational culture flexibility in order to achieve the advantage of larger market share.

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Cribbin, Gerry. "Programme of organisational capability reviews – Findings and learnings." Administration 69, no. 1 (February 1, 2021): 143–71. http://dx.doi.org/10.2478/admin-2021-0010.

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Abe, Etsuo, and Robert Fitzgerald. "Japanese Economic Success: Timing, Culture, and Organisational Capability." Business History 37, no. 2 (April 1995): 1–31. http://dx.doi.org/10.1080/00076799500000053.

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Kammani, Abdullah, Hema Date, and Nisar Hundewale. "Organisational knowledge management capability: a multi case study." International Journal of Information Technology and Management 12, no. 3/4 (2013): 298. http://dx.doi.org/10.1504/ijitm.2013.054798.

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O’Neill, Michael, and Anthony Brabazon. "Business analytics capability, organisational value and competitive advantage." Journal of Business Analytics 2, no. 2 (July 3, 2019): 160–73. http://dx.doi.org/10.1080/2573234x.2019.1649991.

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Journal articles on the topic 'Organisational capability'

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