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capabilities</title> <meta name="description" content="Search results for: dynamic capabilities"> <meta name="keywords" content="dynamic capabilities"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="dynamic capabilities"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 4997</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: dynamic capabilities</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4997</span> Influence of a Company’s Dynamic Capabilities on Its Innovation Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lovorka%20Galetic">Lovorka Galetic</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeljko%20Vukelic"> Zeljko Vukelic </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The advanced concepts of strategic and innovation management in the sphere of company dynamic and innovation capabilities, and achieving their mutual alignment and a synergy effect, are important elements in business today. This paper analyses the theory and empirically investigates the influence of a company’s dynamic capabilities on its innovation capabilities. A new multidimensional model of dynamic capabilities is presented, consisting of five factors appropriate to real time requirements, while innovation capabilities are considered pursuant to the official OECD and Eurostat standards. After examination of dynamic and innovation capabilities indicated their theoretical links, the empirical study testing the model and examining the influence of a company’s dynamic capabilities on its innovation capabilities showed significant results. In the study, a research model was posed to relate company dynamic and innovation capabilities. One side of the model features the variables that are the determinants of dynamic capabilities defined through their factors, while the other side features the determinants of innovation capabilities pursuant to the official standards. With regard to the research model, five hypotheses were set. The study was performed in late 2014 on a representative sample of large and very large Croatian enterprises with a minimum of 250 employees. The research instrument was a questionnaire administered to company top management. For both variables, the position of the company was tested in comparison to industry competitors, on a fivepoint scale. In order to test the hypotheses, correlation tests were performed to determine whether there is a correlation between each individual factor of company dynamic capabilities with the existence of its innovation capabilities, in line with the research model. The results indicate a strong correlation between a company’s possession of dynamic capabilities in terms of their factors, due to the new multi-dimensional model presented in this paper, with its possession of innovation capabilities. Based on the results, all five hypotheses were accepted. Ultimately, it was concluded that there is a strong association between the dynamic and innovation capabilities of a company.  <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20capabilities" title=" innovation capabilities"> innovation capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20results" title=" business results"> business results</a> </p> <a href="https://publications.waset.org/abstracts/46544/influence-of-a-companys-dynamic-capabilities-on-its-innovation-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46544.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">305</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4996</span> Understanding Organizational Capabilities and Dynamic Capabilities in the Context of Micro Enterprises: A Research Agenda</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=G.%20Gurkan%20Inan">G. Gurkan Inan</a>, <a href="https://publications.waset.org/abstracts/search?q=Umit%20S.%20Bititci"> Umit S. Bititci</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose of this study is to understand development of organizational capabilities in micro enterprises. Organizational capabilities underpin companies` competitive advantages as well as their ability to respond internal and external change. Current literature is focused on mainly large enterprises, with some interest on SMEs. However there is little research attempting to understand the applicability of organizational capability theories on micro enterprises. In this paper we propose a research framework and a research agenda for addressing this gap. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=micro%20enterprises" title="micro enterprises">micro enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20capabilities" title=" organizational capabilities"> organizational capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title=" dynamic capabilities"> dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/14155/understanding-organizational-capabilities-and-dynamic-capabilities-in-the-context-of-micro-enterprises-a-research-agenda" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14155.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4995</span> Exploring the Contribution of Dynamic Capabilities to a Firm's Value Creation: The Role of Competitive Strategy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mona%20Rashidirad">Mona Rashidirad</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamid%20Salimian"> Hamid Salimian</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Dynamic capabilities, as the most considerable capabilities of firms in the current fast-moving economy may not be sufficient for performance improvement, but their contribution to performance is undeniable. While much of the extant literature investigates the impact of dynamic capabilities on organisational performance, little attention has been devoted to understand whether and how dynamic capabilities create value. Dynamic capabilities as the mirror of competitive strategies should enable firms to search and seize new ideas, integrate and coordinate the firm’s resources and capabilities in order to create value. A careful investigation to the existing knowledge base remains us puzzled regarding the relationship among competitive strategies, dynamic capabilities and value creation. This study thus attempts to fill in this gap by empirically investigating the impact of dynamic capabilities on value creation and the mediating impact of competitive strategy on this relationship. We aim to contribute to dynamic capability view (DCV), in both theoretical and empirical senses, by exploring the impact of dynamic capabilities on firms’ value creation and whether competitive strategy can play any role in strengthening/weakening this relationship. Using a sample of 491 firms in the UK telecommunications market, the results demonstrate that dynamic sensing, learning, integrating and coordinating capabilities play a significant role in firm’s value creation, and competitive strategy mediates the impact of dynamic capabilities on value creation. Adopting DCV, this study investigates whether the value generating from dynamic capabilities depends on firms’ competitive strategy. This study argues a firm’s competitive strategy can mediate its ability to derive value from its dynamic capabilities and it explains the extent a firm’s competitive strategy may influence its value generation. The results of the dynamic capabilities-value relationships support our expectations and justify the non-financial value added of the four dynamic capability processes in a highly turbulent market, such as UK telecommunications. Our analytical findings of the relationship among dynamic capabilities, competitive strategy and value creation provide further evidence of the undeniable role of competitive strategy in deriving value from dynamic capabilities. The results reinforce the argument for the need to consider the mediating impact of organisational contextual factors, such as firm’s competitive strategy to examine how they interact with dynamic capabilities to deliver value. The findings of this study provide significant contributions to theory. Unlike some previous studies which conceptualise dynamic capabilities as a unidimensional construct, this study demonstrates the benefits of understanding the details of the link among the four types of dynamic capabilities, competitive strategy and value creation. In terms of contributions to managerial practices, this research draws attention to the importance of competitive strategy in conjunction with development and deployment of dynamic capabilities to create value. Managers are now equipped with solid empirical evidence which explains why DCV has become essential to firms in today’s business world. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20based%20theory" title=" resource based theory"> resource based theory</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20creation" title=" value creation"> value creation</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a> </p> <a href="https://publications.waset.org/abstracts/63167/exploring-the-contribution-of-dynamic-capabilities-to-a-firms-value-creation-the-role-of-competitive-strategy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63167.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">241</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4994</span> Personality Composition in Senior Management Teams: The Importance of Homogeneity in Dynamic Managerial Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shelley%20Harrington">Shelley Harrington</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As a result of increasingly dynamic business environments, the creation and fostering of dynamic capabilities, [those capabilities that enable sustained competitive success despite of dynamism through the awareness and reconfiguration of internal and external competencies], supported by organisational learning [a dynamic capability] has gained increased and prevalent momentum in the research arena. Presenting findings funded by the Economic Social Research Council, this paper investigates the extent to which Senior Management Team (SMT) personality (at the trait and facet level) is associated with the creation of dynamic managerial capabilities at the team level, and effective organisational learning/knowledge sharing within the firm. In doing so, this research highlights the importance of micro-foundations in organisational psychology and specifically dynamic capabilities, a field which to date has largely ignored the importance of psychology in understanding these important and necessary capabilities. Using a direct measure of personality (NEO PI-3) at the trait and facet level across 32 high technology and finance firms in the UK, their CEOs (N=32) and their complete SMTs [N=212], a new measure of dynamic managerial capabilities at the team level was created and statistically validated for use within the work. A quantitative methodology was employed with regression and gap analysis being used to show the empirical foundations of personality being positioned as a micro-foundation of dynamic capabilities. The results of this study found that personality homogeneity within the SMT was required to strengthen the dynamic managerial capabilities of sensing, seizing and transforming, something which was required to reflect strong organisational learning at middle management level [N=533]. In particular, it was found that the greater the difference [t-score gaps] between the personality profiles of a Chief Executive Officer (CEO) and their complete, collective SMT, the lower the resulting self-reported nature of dynamic managerial capabilities. For example; the larger the difference between a CEOs level of dutifulness, a facet contributing to the definition of conscientiousness, and their SMT’s level of dutifulness, the lower the reported level of transforming, a capability fundamental to strategic change in a dynamic business environment. This in turn directly questions recent trends, particularly in upper echelons research highlighting the need for heterogeneity within teams. In doing so, it successfully positions personality as a micro-foundation of dynamic capabilities, thus contributing to recent discussions from within the strategic management field calling for the need to empirically explore dynamic capabilities at such a level. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20managerial%20capabilities" title="dynamic managerial capabilities">dynamic managerial capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=senior%20management%20teams" title=" senior management teams"> senior management teams</a>, <a href="https://publications.waset.org/abstracts/search?q=personality" title=" personality"> personality</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamism" title=" dynamism"> dynamism</a> </p> <a href="https://publications.waset.org/abstracts/68229/personality-composition-in-senior-management-teams-the-importance-of-homogeneity-in-dynamic-managerial-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68229.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">269</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4993</span> Dynamic Marketing Capabilities; From Marketing to Product Development and Technological Change: An Exploratory Study of Independent Companies of the Swiss Luxury Watchmaking Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Bashutkina">Maria Bashutkina</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In seeking to identify marketing factors that influence company’s performance, product management as well as new technology configuration, this study adopts resource based theory and applies it to the Swiss watchmaking companies. This paper presents results of qualitative research based on semi-structured interviews with CEO and marketing managers among watchmaking companies. This paper provides empirical evidences illustrating the link between the use of dynamic marketing capabilities and competitive advantage. We also present a set of propositions that outline how dynamic marketing capabilities could benefit product management and technological change in the Swiss independent watchmaking company, revealing competitive advantage in the highly competitive and turbulent market. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20marketing%20capabilities" title="dynamic marketing capabilities">dynamic marketing capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=luxury%20marketing" title=" luxury marketing"> luxury marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20based%20theory" title=" resource based theory"> resource based theory</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20management" title=" product management"> product management</a>, <a href="https://publications.waset.org/abstracts/search?q=Swiss%20watchmaking" title=" Swiss watchmaking"> Swiss watchmaking</a> </p> <a href="https://publications.waset.org/abstracts/78297/dynamic-marketing-capabilities-from-marketing-to-product-development-and-technological-change-an-exploratory-study-of-independent-companies-of-the-swiss-luxury-watchmaking-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78297.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">211</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4992</span> Dynamic Capabilities and Disorganization: A Conceptual Exploration</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dinuka%20Herath">Dinuka Herath</a>, <a href="https://publications.waset.org/abstracts/search?q=Shelley%20Harrington"> Shelley Harrington</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper prompts debate about whether disorganization can be positioned as a mechanism that facilitates the creation and enactment of important dynamic capabilities within an organization. This particular article is a conceptual exploration of the link between dynamic capabilities and disorganization and presents the case for agent-based modelling as a viable methodological tool which can be used to explore this link. Dynamic capabilities are those capabilities that an organization needs to sustain competitive advantage in complex environments. Disorganization is the process of breaking down restrictive organizational structures and routines that commonly reside in organizations in order to increase organizational performance. In the 20th century, disorganization was largely viewed as an undesirable phenomenon within an organization. However, the concept of disorganization has been revitalized and garnered research interest in the recent years due to studies which demonstrate some of the advantages of disorganization to an organization. Furthermore, recent Agent-based simulation studies have shown the capability of disorganization to be managed and argue for disorganization to be viewed as an enabler of organizational productivity. Given the natural state of disorganization and resulting fear this can create, this paper argues that instead of trying to ‘correct’ disorganization, it should be actively encouraged to have functional purpose. The study of dynamic capabilities emerged as a result of heightened dynamism and consequentially the very nature of dynamism denotes a level of fluidity and flexibility, something which this paper argues many organizations do not truly foster due to a constrained commitment to organization and order. We argue in this paper that the very state of disorganization is a state that should be encouraged to develop dynamic capabilities needed to not only deal with the complexities of the modern business environment but also to sustain competitive success. The significance of this paper stems from the fact that both dynamic capabilities and disorganization are two concepts that are gaining prominence in their respective academic genres. Despite the attention each concept has received individually, no conceptual link has been established to depict how they actually interact with each other. We argue that the link between these two concepts present a novel way of looking at organizational performance. By doing so, we explore the potential of these two concepts working in tandem in order to increase organizational productivity which has significant implications for both academics and practitioners alike. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agent-based%20modelling" title="agent-based modelling">agent-based modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=disorganization" title=" disorganization"> disorganization</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title=" dynamic capabilities"> dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/68355/dynamic-capabilities-and-disorganization-a-conceptual-exploration" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68355.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">317</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4991</span> Impact of Dynamic Capabilities on Knowledge Management Processes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farzad%20Yavari">Farzad Yavari</a>, <a href="https://publications.waset.org/abstracts/search?q=Fereydoun%20Ohadi"> Fereydoun Ohadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, with the development and growth of technology and extreme environmental changes, organizations need to identify opportunities and create creativity and innovation in order to be able to maintain or improve their position in competition with others. In this regard, it is necessary that the resources and assets of the organization are coordinated and reviewed in accordance with the orientation of the strategy. One of the competitive advantages of the present age is knowledge management, which is to equip the organization with the knowledge of the day and disseminate among employees and use it in the development of products and services. Therefore, in the forthcoming research, the impact of dynamic capabilities components (sense, seize, and reconfiguration) has been investigated on knowledge management processes (acquisition, integration and knowledge utilization) in the MAPNA Engineering and Construction Company using a field survey and applied research method. For this purpose, a questionnaire was filled out in the form of 15 questions for dynamic components and 15 questions for measuring knowledge management components and distributed among 46 employees of the knowledge management organization. Validity of the questionnaire was evaluated through content validity and its reliability with Cronbach's coefficient. Pearson correlation test and structural equation technique were used to analyze the data. The results of the research indicate a positive significant correlation between the components of dynamic capabilities and knowledge management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=sense%20capability" title=" sense capability"> sense capability</a>, <a href="https://publications.waset.org/abstracts/search?q=seize%20capability" title=" seize capability"> seize capability</a>, <a href="https://publications.waset.org/abstracts/search?q=reconfigurable%20capability" title=" reconfigurable capability"> reconfigurable capability</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20acquisition" title=" knowledge acquisition"> knowledge acquisition</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20integrity" title=" knowledge integrity"> knowledge integrity</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20utilization" title=" knowledge utilization"> knowledge utilization</a> </p> <a href="https://publications.waset.org/abstracts/111216/impact-of-dynamic-capabilities-on-knowledge-management-processes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/111216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">119</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4990</span> The Role of Social Capital and Dynamic Capabilities in a Circular Economy: Evidence from German Small and Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Antonia%20Hoffmann">Antonia Hoffmann</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrea%20St%C3%BCbner"> Andrea Stübner</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Resource scarcity and rising material prices are forcing companies to rethink their business models. The conventional linear system of economic growth and rising social needs further exacerbates the problem of resource scarcity. Therefore, it is necessary to separate economic growth from resource consumption. This can be achieved through the circular economy (CE), which focuses on sustainable product life cycles. However, companies face challenges in implementing CE into their businesses. Small and medium-sized enterprises are particularly affected by these problems, as they have a limited resource base. Collaboration and social interaction between different actors can help to overcome these obstacles. Based on a self-generated sample of 1,023 German small and medium-sized enterprises, we use a questionnaire to investigate the influence of social capital and its three dimensions - structural, relational, and cognitive capital - on the implementation of CE and the mediating effect of dynamic capabilities in explaining these relationships. Using regression analyses and structural equation modeling, we find that social capital is positively associated with CE implementation and dynamic capabilities partially mediate this relationship. Interestingly, our findings suggest that not all social capital dimensions are equally important for CE implementation. We theoretically and empirically explore the network forms of social capital and extend the CE literature by suggesting that dynamic capabilities help organizations leverage social capital to drive the implementation of CE practices. The findings of this study allow us to suggest several implications for managers and institutions. From a practical perspective, our study contributes to building circular production and service capabilities in small and medium-sized enterprises. Various CE activities can transform products and services to contribute to a better and more responsible world. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=circular%20economy" title="circular economy">circular economy</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title=" dynamic capabilities"> dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20capital" title=" social capital"> social capital</a> </p> <a href="https://publications.waset.org/abstracts/164971/the-role-of-social-capital-and-dynamic-capabilities-in-a-circular-economy-evidence-from-german-small-and-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164971.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">82</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4989</span> The Liability of Renewal: The Impact of Changes in Organizational Capability, Performance, Legitimacy and Pressure for Change </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alshehri%20Sultan">Alshehri Sultan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change has remained an important subject for many researchers in the field of organizations theory. We propose the importance of organizational liability of renewal through a model that examines how an organization can overcome potential rigidities in organizational capabilities from learning by changing capabilities. We examine whether an established organization can overcome liability of renewal by changes in organizational capabilities and how the organizational renewal process reflect on the balance between the dynamic aspect of organizational learning as demonstrated by changes in capabilities and the stabilizing aspects of organizational inertia. We found both positive relationship between organizational learning and performance, and between legitimacy and performance. Performance and legitimacy have, however, a negative relationship on the pressure for change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20capabilities" title="organizational capabilities">organizational capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20liability" title=" organizational liability"> organizational liability</a>, <a href="https://publications.waset.org/abstracts/search?q=liability%20of%20renewal" title=" liability of renewal"> liability of renewal</a>, <a href="https://publications.waset.org/abstracts/search?q=pressure%20for%20change" title=" pressure for change"> pressure for change</a> </p> <a href="https://publications.waset.org/abstracts/20295/the-liability-of-renewal-the-impact-of-changes-in-organizational-capability-performance-legitimacy-and-pressure-for-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20295.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">527</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4988</span> Design and Simulation on Technology Capabilities in Developing countries, Design and Engineering Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Abedi">S. Abedi</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20R.%20Soroush"> M. R. Soroush</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Mousakhani"> M. Mousakhani </a> </p> <p class="card-text"><strong>Abstract:</strong></p> According to studies in the field of technology capabilities we identify the most important indicators to evaluate the level of "Design and Engineering" capabilities. Since the technology development correlates with the level of technology capabilities trying to promote its key importance. In this research by using FDM, the right combination of D&E capabilities indicators according to the auto industry is presented. Finally, with modeling evaluation of D&E capabilities by using FIS and check its reliability, five levels were determined to evaluate the D&E capabilities. We have analyzed 80 companies in auto industry and determined D&E capabilities of each level. Field of company activity indicators has been divided into four categories, Suspension group, Electrical group, Engine groups and trims group. The results show that half of the surveyed companies had D&E capabilities in Level 1 and 2 or in other words very low and low level of D&E. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title="developing countries">developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=D%26E%20capabilities" title=" D&E capabilities"> D&E capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20capabilities" title=" technology capabilities"> technology capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=auto%20industry" title=" auto industry"> auto industry</a> </p> <a href="https://publications.waset.org/abstracts/26002/design-and-simulation-on-technology-capabilities-in-developing-countries-design-and-engineering-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26002.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">536</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4987</span> The Influence of Consumer and Brand-Oriented Capabilities on Business Performance in Young Firms: A Quantitative Causal Model Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Katharina%20Buttenberg">Katharina Buttenberg</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Customer and brand-oriented capabilities have been identified as key influencing capabilities for business performance. Especially in the early years of the firm, it is crucial to develop and consciously manage these capabilities. In this paper, the results of a quantitative analysis, investigating the causal relationship between customer- and brand-oriented (marketing) capabilities and business performance will be presented. The research displays the dependencies between the constructs and will provide practical implications for young firms in the acquisition and management of these capabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand-oriented%20capabilities" title="brand-oriented capabilities">brand-oriented capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=customer-oriented%20capabilities" title=" customer-oriented capabilities"> customer-oriented capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=resource-based%20theory" title=" resource-based theory"> resource-based theory</a>, <a href="https://publications.waset.org/abstracts/search?q=young%20firms" title=" young firms"> young firms</a> </p> <a href="https://publications.waset.org/abstracts/60537/the-influence-of-consumer-and-brand-oriented-capabilities-on-business-performance-in-young-firms-a-quantitative-causal-model-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60537.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">346</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4986</span> Exploration and Exploitation within Operations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=D.%20G%C3%A5svaer">D. Gåsvaer</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20St%C3%A5lberg"> L. Stålberg</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Fundin"> A. Fundin</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Jackson"> M. Jackson</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Johansson"> P. Johansson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Exploration and exploitation capabilities are both important within Operations as means for improvement when managed separately, and for establishing dynamic improvement capabilities when combined in balance. However, it is unclear what exploration and exploitation capabilities imply in improvement and development work within an operations context. So in order to better understand how to develop exploration and exploitation capabilities within operations, the main characteristics of these constructs needs to be identified and further understood. Thus, the objective of this research is to increase the understanding about exploitation and exploration characteristics, to concretize what they translates to within the context of improvement and development work in an operations unit, and to identify practical challenges. A literature review and a case study are presented. In the literature review, different interpretations of exploration and exploitation are portrayed, key characteristics have been identified, and a deepened understanding of exploration and exploitation characteristics is described. The case in the study is an operations unit, and the aim is to explore to what extent and in what ways exploration and exploitation activities are part of the improvement structures and processes. The contribution includes an identification of key characteristics of exploitation and exploration, as well as an interpretation of the constructs. Further, some practical challenges are identified. For instance, exploration activities tend to be given low priority, both in daily work as in the manufacturing strategy. Also, the overall understanding about the concepts of exploitation and exploration (or any similar aspect of dynamic improvement capabilities) is very low. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=exploitation" title="exploitation">exploitation</a>, <a href="https://publications.waset.org/abstracts/search?q=exploration" title=" exploration"> exploration</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement" title=" improvement"> improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20production" title=" lean production"> lean production</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing" title=" manufacturing"> manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/32306/exploration-and-exploitation-within-operations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32306.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4985</span> Digital Sustainable Human Resource Management Model Innovation Based on Dynamic Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Kargar%20Shouraki">Mohammad Kargar Shouraki</a>, <a href="https://publications.waset.org/abstracts/search?q=Naji%20Yazdi"> Naji Yazdi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsen%20Emami"> Mohsen Emami</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The environmental and social challenges have caused the organizations to put further attention and emphasis on sustainable growth and developing strategies for sustainability. Since human is both the target of development and the agent of development at the same time, one of the most important factors in the development of the sustainability strategy in organizations is the human factor. In addition, organizations have been facing the new challenge of digital transformation which impacts the human factor, meanwhile, undeniably, the human factor contributes to such transformation. Therefore, organizations are facing the challenge of digital human resource management (HRM). Thus, the present study aims to investigate how an HRM model should be so that it not only can help the consideration and of the business sustainability requirements but also can make the highest and the most appropriate positive, not destructive, utilization of the digital transformations. Furthermore, the success of the HRM regarding the two sustainability and digital transformation challenges requires dynamic human competencies, which are addressed as digital/sustainable human dynamic capabilities in this paper. The present study is conducted using a hybrid methodology consisting of the qualitative methods of meta-synthesis and content analysis and the quantitative method of interpretive-structural model (ISM). Finally, a rotatory model, including 3 approaches, 3 perspectives, and 9 dimensions, is presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20human%20resource%20management" title="sustainable human resource management">sustainable human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20human%20resource%20management" title=" digital human resource management"> digital human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%2Fsustainable%20human%20dynamic%20capabilities" title=" digital/sustainable human dynamic capabilities"> digital/sustainable human dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/154237/digital-sustainable-human-resource-management-model-innovation-based-on-dynamic-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/154237.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">118</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4984</span> Integrated Framework for Establishing Born-Global Firms in Sub-Saharan Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nonso%20Ochinanwata">Nonso Ochinanwata</a>, <a href="https://publications.waset.org/abstracts/search?q=Patrick%20Oseloka%20Ezepue"> Patrick Oseloka Ezepue</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the process of creating and capturing born-global firm opportunities. It reviews the key constructs that underpin the establishment of born-global firms in sub-Saharan Africa. These include entrepreneurial orientation, resources and capabilities, collaboration, and contextual influences. The paper discusses how individuals and entrepreneurs in sub-Saharan Africa can establish home-based born-global firms that seek early international markets from inception. The paper suggests that sub-Saharan African governments should make a favourable microeconomics policy that will enable entrepreneurs and firms to acquire some certain minimal resources and capabilities, in order to develop global products and services. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=born%20global-firms" title="born global-firms">born global-firms</a>, <a href="https://publications.waset.org/abstracts/search?q=collaboration" title=" collaboration"> collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=internationalisation" title=" internationalisation"> internationalisation</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title=" dynamic capabilities"> dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=sub-Saharan%20Africa" title=" sub-Saharan Africa"> sub-Saharan Africa</a> </p> <a href="https://publications.waset.org/abstracts/55828/integrated-framework-for-establishing-born-global-firms-in-sub-saharan-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55828.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">275</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4983</span> Analytics Capabilities and Employee Role Stressors: Implications for Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Divine%20Agozie">Divine Agozie</a>, <a href="https://publications.waset.org/abstracts/search?q=Muesser%20Nat"> Muesser Nat</a>, <a href="https://publications.waset.org/abstracts/search?q=Eric%20Afful-Dadzie"> Eric Afful-Dadzie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This examination attempts an analysis of the effect of business intelligence and analytics (BI&A) capabilities on organizational role stressors and the implications of such an effect on performance. Two hundred twenty-eight responses gathered from seventy-six firms across Ghana were analyzed using the Partial Least Squares Structural Equation Modelling (PLS-SEM) approach to validate the hypothesized relationships identified in the research model. Findings suggest both endogenous and exogenous dependencies of the sensing capability on the multiple role requirements of personnel. Further, transforming capability increases role conflict, whereas driving capability of BI&A systems impacts role conflict and role ambiguity. This study poses many practical insights to firms seeking to acquire analytics capabilities to drive performance and data-driven decision-making. It is important for firms to consider balancing role changes and task requirements before implementing and post-implementation stages of BI&A innovations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20and%20analytics" title="business intelligence and analytics">business intelligence and analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities%20view" title=" dynamic capabilities view"> dynamic capabilities view</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20stressors" title=" organizational stressors"> organizational stressors</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a> </p> <a href="https://publications.waset.org/abstracts/160565/analytics-capabilities-and-employee-role-stressors-implications-for-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160565.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4982</span> New Requirements of the Fifth Dimension of War: Planning of Cyber Operation Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehmet%20Kargaci">Mehmet Kargaci</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformation of technology and strategy has been the main factor for the evolution of war. In addition to land, maritime, air and space domains, cyberspace has become the fifth domain with emerge of internet. The current security environment has become more complex and uncertain than ever before. Moreover, warfare has evaluated from conventional to irregular, asymmetric and hybrid war. Weak actors such as terrorist organizations and non-state actors has increasingly conducted cyber-attacks against strong adversaries. Besides, states has developed cyber capabilities in order to defense critical infrastructure regarding the cyber threats. Cyber warfare will be key in future security environment. Although what to do has been placed in operational plans, how to do has lacked and ignored as to cyber defense and attack. The purpose of the article is to put forward a model for how to conduct cyber capabilities in a conventional war. First, cyber operations capabilities will be discussed. Second put forward the necessities of cyberspace environment and develop a model for how to plan an operation using cyber operation capabilities, finally the assessment of the applicability of cyber operation capabilities and offers will be presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cyber%20war" title="cyber war">cyber war</a>, <a href="https://publications.waset.org/abstracts/search?q=cyber%20threats" title=" cyber threats"> cyber threats</a>, <a href="https://publications.waset.org/abstracts/search?q=cyber%20operation%20capabilities" title=" cyber operation capabilities"> cyber operation capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=operation%20planning" title=" operation planning"> operation planning</a> </p> <a href="https://publications.waset.org/abstracts/31541/new-requirements-of-the-fifth-dimension-of-war-planning-of-cyber-operation-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31541.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">335</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4981</span> Ethnic Minority Small and Medium Enterprises and Entrepreneurial Resilience During the COVID-19 Pandemic: A Case of United Kingdom</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Bilal%20Mustafa">Muhammad Bilal Mustafa</a>, <a href="https://publications.waset.org/abstracts/search?q=Javed%20Hussain"> Javed Hussain</a>, <a href="https://publications.waset.org/abstracts/search?q=Simeon%20Babatunde"> Simeon Babatunde</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Covid-19 pandemic has exposed the vulnerabilities of countless organisations beyond their size, type, and location. However, some groups and sectors are disproportionally get impacted by the pandemic. In the context of the UK, ethnic Small and Medium Enterprises (SMEs) turn out to be the most precarious group among all private sectors. Many ethnic SMEs shut down their business operations during a pandemic. A large portion of Black, Asian and minority ethnic (BAME) owners have huge concerns regarding their business’ survival and resilience. The current UK-centric studies have focused on the large business population, and there is a gap in ethnic SMEs and how they get affected by the Covid-19 pandemic. Moreover, there is a need to further knowledge and academic research to investigate the fundamental factors that could strengthen the resilience of ethnic SMEs as well as contribute to long-term sustainability. Therefore, this study aims to capture the effect of the Covid-19 pandemic on ethnic SMEs in the UK and assess the survival measures taken by ethnic SMEs during Covid-19. Besides, this study adopts a dynamic capabilities perspective that how firms' specific capabilities enable ethnic SMEs to exploit entrepreneurial opportunities during the Covid-19 pandemic. Finally, this research will help ethnic SMEs to develop vigorous resilience to address future external shocks and market uncertainties. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=COVID-19%20pandemic" title="COVID-19 pandemic">COVID-19 pandemic</a>, <a href="https://publications.waset.org/abstracts/search?q=ethnic%20minority%20SMEs" title=" ethnic minority SMEs"> ethnic minority SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20resilience" title=" entrepreneurial resilience"> entrepreneurial resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title=" dynamic capabilities"> dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/153735/ethnic-minority-small-and-medium-enterprises-and-entrepreneurial-resilience-during-the-covid-19-pandemic-a-case-of-united-kingdom" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153735.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">162</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4980</span> Information Technology Outsourcing and Knowledge Transfer: Achieving Strategic Alignment through Organizational Learning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Kolotylo">M. Kolotylo</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Zheng"> H. Zheng</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Parente"> R. Parente</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Dahiya"> R. Dahiya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Large number of organizations, frequently motivated by budget and cost cuts, outsource their Information Technology (IT) positions every year. Although the objective of reduction in financial obligations is often not accomplished, many buyer companies still manage to benefit from outsourcing projects. Knowledge Transfer (KT), being one of the major processes that take place during IT outsourcing partnership, may exert a strong impact on the performance of the parties involved, particularly that of the buyer. Research, however, lacks strong conceptual basis for the possible benefits that KT from supplier may bring to the buyer; and for the mechanisms that may be adopted by the buyer to maximize such benefit. This paper aims to fill this gap by proposing a conceptual framework of organizational learning and development of dynamic capabilities enabled by KT from the supplier to the buyer. The study examines buyer-supplier relationships in the context of IT outsourcing transactions, and theorizes how KT from the supplier to the buyer helps the performance of the buyer. It warrants that more research is carried out in order to explicate and provide evidence regarding the role that KT plays in strategic improvements for the buyer. The paper proposes to take up a two-fold approach to the research: conceptual development that utilizes logical argumentation and interpretive historical research, as well as a qualitative case study which aims to capture and understand the complex processes involved. Thus, the study provides a comprehensive visualization of the dynamics of the conditions under which participation in IT outsourcing partnership might be of benefit to the buyer company. The framework demonstrates the mechanisms involved in buyer’s achievement of strategic alignment through organizational learning enabled by KT from the supplier. It highlights that organizational learning involves a balance between exploitation of assets and exploration of new possibilities, and further notes that the dynamic capabilities mediate the effect of organizational learning on firm performance. The paper explicates in what ways managers can leverage outsourcing projects to execute strategy, which would enable their organization achieve better performance. The study concludes that organizational learning enables the firm to develop IT capabilities of strategic planning, IT integration, and IT relationships in the outsourcing context, and that IT capabilities developed through the organizational learning would help the firm in achieving strategic alignment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=it%20outsourcing" title=" it outsourcing"> it outsourcing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20transfer" title=" knowledge transfer"> knowledge transfer</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20alignment" title=" strategic alignment"> strategic alignment</a> </p> <a href="https://publications.waset.org/abstracts/61203/information-technology-outsourcing-and-knowledge-transfer-achieving-strategic-alignment-through-organizational-learning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61203.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">439</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4979</span> Towards the Ideal Life: Quantitative Study on the Impact of Social Enterprises towards Their Employees</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Joseph%20Daniel%20Lumain">Joseph Daniel Lumain</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Philippine business sector has witnessed the emergence of a new category that distinguishes itself from the common framework that most enterprises utilize as this new emerging player incorporates social needs as part of its mission and goals. Various literature has manifested the relevance of social enterprises as an instrument towards poverty alleviation, as it concretely increases the capabilities of individuals. This study aims to identify whether or not social enterprises creates an impact towards their employees by positively influencing their respective perceptions on their capabilities on income, health and education. Utilizing Amartya Sen’s Capabilities Framework, this study is grounded on the relationships between social enterprises and increased capabilities, and increased capabilities and developing towards living a life they truly desire. The data gathered was analyzed quantitatively, supplemented by qualitative interviews with one to two employees from the social enterprise itself. Focusing on three social enterprises found within GKonomics, or the platform of Gawad Kalinga for social enterprise development, this purposive study was able to show that employees’ perceptions on their employment positively influenced their perceptions on their capabilities, and that this result affected their improvement towards living a life they desire. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title="social enterprise">social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=Amartya%20Sen" title=" Amartya Sen"> Amartya Sen</a>, <a href="https://publications.waset.org/abstracts/search?q=capabilities%20framework" title=" capabilities framework"> capabilities framework</a>, <a href="https://publications.waset.org/abstracts/search?q=Gawad%20Kalinga" title=" Gawad Kalinga"> Gawad Kalinga</a> </p> <a href="https://publications.waset.org/abstracts/13325/towards-the-ideal-life-quantitative-study-on-the-impact-of-social-enterprises-towards-their-employees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13325.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">443</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4978</span> Identifying the Knowledge Management and its Capabilities in Universities: A Case Study of Public Universities in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hilary%20Joseph%20Watsilla">Hilary Joseph Watsilla</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research work is a vital part of the university system; in Nigeria public universities, research is used in measuring the development of individuals and departments within the academic system. Information technology has impacted the way research is carried out by providing easy access to information and improved collaboration between research and other instruments necessary for research activities. However, access to some of these IT facilities is not readily available in most of the public institutions in Nigeria. Research activities are usually tedious and rigorous and any inadequacy in research resources might affect the quality of research outcome. This study aims to identify the IT capability and knowledge management capabilities necessary for academic researchers in public universities in Nigeria, as it will provide more incite to the knowledge creation processes of research. The research will be conducted using an interpretive lens, which will provide a more qualitative understanding of the subject matter. The outcome of the research will provide an empirical understanding of the IT capabilities, which help in the optimization of the knowledge management capabilities of the university. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=IT%20capabilities" title="IT capabilities">IT capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=KM%20capabilities" title=" KM capabilities"> KM capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=universities" title=" universities"> universities</a>, <a href="https://publications.waset.org/abstracts/search?q=academic%20research" title=" academic research"> academic research</a> </p> <a href="https://publications.waset.org/abstracts/192191/identifying-the-knowledge-management-and-its-capabilities-in-universities-a-case-study-of-public-universities-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192191.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">23</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4977</span> Using Dynamic Bayesian Networks to Characterize and Predict Job Placement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xupin%20Zhang">Xupin Zhang</a>, <a href="https://publications.waset.org/abstracts/search?q=Maria%20Caterina%20Bramati"> Maria Caterina Bramati</a>, <a href="https://publications.waset.org/abstracts/search?q=Enrest%20Fokoue"> Enrest Fokoue</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Understanding the career placement of graduates from the university is crucial for both the qualities of education and ultimate satisfaction of students. In this research, we adapt the capabilities of dynamic Bayesian networks to characterize and predict students’ job placement using data from various universities. We also provide elements of the estimation of the indicator (score) of the strength of the network. The research focuses on overall findings as well as specific student groups including international and STEM students and their insight on the career path and what changes need to be made. The derived Bayesian network has the potential to be used as a tool for simulating the career path for students and ultimately helps universities in both academic advising and career counseling. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20bayesian%20networks" title="dynamic bayesian networks">dynamic bayesian networks</a>, <a href="https://publications.waset.org/abstracts/search?q=indicator%20estimation" title=" indicator estimation"> indicator estimation</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20placement" title=" job placement"> job placement</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20networks" title=" social networks"> social networks</a> </p> <a href="https://publications.waset.org/abstracts/61886/using-dynamic-bayesian-networks-to-characterize-and-predict-job-placement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61886.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4976</span> Linking Information Systems Capabilities for Service Quality: The Role of Customer Connection and Environmental Dynamism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Teng%20Teng">Teng Teng</a>, <a href="https://publications.waset.org/abstracts/search?q=Christos%20Tsinopoulos"> Christos Tsinopoulos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to explore the link between IS capabilities, customer connection, and quality performance in the service context, with investigation of the impact of firm’s stable and dynamic environments. The application of Information Systems (IS) has become a significant effect on contemporary service operations. Firms invest in IS with the presumption that they will facilitate operations processes so that their performance will improve. Yet, IS resources by themselves are not sufficiently 'unique' and thus, it would be more useful and theoretically relevant to focus on the processes they affect. One such organisational process, which has attracted a lot of research attention by supply chain management scholars, is the integration of customer connection, where IS-enabled customer connection enhances communication and contact processes, and with such customer resources integration comes greater success for the firm in its abilities to develop a good understanding of customer needs and set accurate customer. Nevertheless, prior studies on IS capabilities have focused on either one specific type of technology or operationalised it as a highly aggregated concept. Moreover, although conceptual frameworks have been identified to show customer integration is valuable in service provision, there is much to learn about the practices of integrating customer resources. In this research, IS capabilities have been broken down into three dimensions based on the framework of Wade and Hulland: IT for supply chain activities (ITSCA), flexible IT infrastructure (ITINF), and IT operations shared knowledge (ITOSK); and focus on their impact on operational performance of firms in services. With this background, this paper addresses the following questions: -How do IS capabilities affect the integration of customer connection and service quality? -What is the relationship between environmental dynamism and the relationship of customer connection and service quality? A survey of 156 service establishments was conducted, and the data analysed to determine the role of customer connection in mediating the effects of IS capabilities on firms’ service quality. Confirmatory factor analysis was used to check convergent validity. There is a good model fit for the structural model. Moderating effect of environmental dynamism on the relationship of customer connection and service quality is analysed. Results show that ITSCA, ITINF, and ITOSK have a positive influence on the degree of the integration of customer connection. In addition, customer connection positively related to service quality; this relationship is further emphasised when firms work in a dynamic environment. This research takes a step towards quelling concerns about the business value of IS, contributing to the development and validation of the measurement of IS capabilities in the service operations context. Additionally, it adds to the emerging body of literature linking customer connection to the operational performance of service firms. Managers of service firms should consider the strength of the mediating role of customer connection when investing in IT-related technologies and policies. Particularly, service firms developing IS capabilities should simultaneously implement processes that encourage supply chain integration. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20connection" title="customer connection">customer connection</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20dynamism" title=" environmental dynamism"> environmental dynamism</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20systems%20capabilities" title=" information systems capabilities"> information systems capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20supply%20chain" title=" service supply chain"> service supply chain</a> </p> <a href="https://publications.waset.org/abstracts/121030/linking-information-systems-capabilities-for-service-quality-the-role-of-customer-connection-and-environmental-dynamism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/121030.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">140</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4975</span> Dynamic Response and Damage Modeling of Glass Fiber Reinforced Epoxy Composite Pipes: Numerical Investigation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ammar%20Maziz">Ammar Maziz</a>, <a href="https://publications.waset.org/abstracts/search?q=Mostapha%20Tarfaoui"> Mostapha Tarfaoui</a>, <a href="https://publications.waset.org/abstracts/search?q=Said%20Rechak"> Said Rechak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The high mechanical performance of composite pipes can be adversely affected by their low resistance to impact loads. Loads in dynamic origin are dangerous and cause consequences on the operation of pipes because the damage is often not detected and can affect the structural integrity of composite pipes. In this work, an advanced 3-D finite element (FE) model, based on the use of intralaminar damage models was developed and used to predict damage under low-velocity impact. The performance of the numerical model is validated with the confrontation with the results of experimental tests. The results show that at low impact energy, the damage happens mainly by matrix cracking and delamination. The model capabilities to simulate the low-velocity impact events on the full-scale composite structures were proved. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=composite%20materials" title="composite materials">composite materials</a>, <a href="https://publications.waset.org/abstracts/search?q=low%20velocity%20impact" title=" low velocity impact"> low velocity impact</a>, <a href="https://publications.waset.org/abstracts/search?q=FEA" title=" FEA"> FEA</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20behavior" title=" dynamic behavior"> dynamic behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=progressive%20damage%20modeling" title=" progressive damage modeling"> progressive damage modeling</a> </p> <a href="https://publications.waset.org/abstracts/107609/dynamic-response-and-damage-modeling-of-glass-fiber-reinforced-epoxy-composite-pipes-numerical-investigation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107609.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">172</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4974</span> Dynamic Software Product Lines for Customer Centric Context Aware Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bochra%20Khiari">Bochra Khiari</a>, <a href="https://publications.waset.org/abstracts/search?q=Lamia%20Labed"> Lamia Labed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the new digital marketplace, organizations are striving for a proactive position by leveraging the great potential of disruptive technologies to seize the full opportunity of the digital revolution in order to reshape their customer value propositions. New technologies such as big data analytics, which provide prediction of future events based on real-time information, are being integrated into BPM which urges the need for additional core values like capabilities for dynamic adaptation, autonomic behavior, runtime reconfiguration and post-deployment activities to manage unforeseen scenarios at runtime in a situated and changeable context. Dynamic Software Product Lines (DSPL) is an emerging paradigm that supports these runtime variability mechanisms. However, few works exploiting DSPLs principles and techniques in the BPM domain have been proposed so far. In this paper, we propose a conceptual approach DynPL4CBPM, which integrates DSPLs concepts along with the entire related dynamic properties, to the whole BPM lifecycle in order to dynamically adapt business processes according to different context conditions in an individual environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=adaptive%20processes" title="adaptive processes">adaptive processes</a>, <a href="https://publications.waset.org/abstracts/search?q=context%20aware%20business%20process%20management" title=" context aware business process management"> context aware business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20centric%20business%20process%20management" title=" customer centric business process management"> customer centric business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20software%20product%20lines" title=" dynamic software product lines"> dynamic software product lines</a> </p> <a href="https://publications.waset.org/abstracts/81537/dynamic-software-product-lines-for-customer-centric-context-aware-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81537.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">161</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4973</span> The Impact Of Environmental Management System ISO 14001 Adoption on Firm Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raymond%20Treacy">Raymond Treacy</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20Humphreys"> Paul Humphreys</a>, <a href="https://publications.waset.org/abstracts/search?q=Ronan%20McIvor"> Ronan McIvor</a>, <a href="https://publications.waset.org/abstracts/search?q=Trevor%20Cadden"> Trevor Cadden</a>, <a href="https://publications.waset.org/abstracts/search?q=Alan%20McKittrick"> Alan McKittrick</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study employed event study methodology to examine the role of institutions, resources and dynamic capabilities in the relationship between the Environmental Management System ISO 14001 adoption and firm performance. Utilising financial data from 140 ISO 14001 certified firms and 320 non-certified firms, the results of the study suggested that the UK and Irish manufacturers were not implementing ISO 14001 solely to gain legitimacy. In contrast, the results demonstrated that firms were fully integrating the ISO 14001 standard within their operations as certified firms were able to improve both financial and operating performance when compared to non-certified firms. However, while there were significant and long lasting improvements for employee productivity, manufacturing cost efficiency, return on assets and sales turnover, the sample firms operating cycle and fixed asset efficiency displayed evidence of diminishing returns in the long-run, underlying the observation that no operating advantage based on incremental improvements can be everlasting. Hence, there is an argument for investing in dynamic capabilities which help renew and refresh the resource base and help the firm adapt to changing environments. Indeed, the results of the regression analysis suggest that dynamic capabilities for innovation acted as a moderator in the relationship between ISO 14001 certification and firm performance. This, in turn, will have a significant and symbiotic influence on sustainability practices within the participating organisations. The study not only provides new and original insights, but demonstrates pragmatically how firms can take advantage of environmental management systems as a moderator to significantly enhance firm performance. However, while it was shown that firm innovation aided both short term and long term ROA performance, adaptive market capabilities only aided firms in the short-term at the marketing strategy deployment stage. Finally, the results have important implications for firms operating in an economic recession as the results suggest that firms should scale back investment in R&D while operating in an economic downturn. Conversely, under normal trading conditions, consistent and long term investments in R&D was found to moderate the relationship between ISO 14001 certification and firm performance. Hence, the results of the study have important implications for academics and management alike. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title="supply chain management">supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20management%20systems" title=" environmental management systems"> environmental management systems</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management" title=" quality management"> quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20performance" title=" firm performance"> firm performance</a> </p> <a href="https://publications.waset.org/abstracts/44368/the-impact-of-environmental-management-system-iso-14001-adoption-on-firm-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44368.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">308</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4972</span> The Relationship of Building Information Modeling (BIM) Capability in Quantity Surveying Practice and Project Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20F.%20Wong">P. F. Wong</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Salleh"> H. Salleh</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20A.%20Rahim"> F. A. Rahim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The adoption of building information modeling (BIM) is increasing in the construction industry. However, quantity surveyors are slow in adoption compared to other professions due to lack of awareness of the BIM’s potential in their profession. It is still unclear on how BIM application can enhance quantity surveyors’ work performance and project performance. The aim of this research is to identify the capabilities of BIM in quantity surveying practices and examine the relationship between BIM capabilities and project performance. Questionnaire survey and interviews were adopted for data collection. Literature reviews identified there are eleven BIM capabilities in quantity surveying practice. Questionnaire results showed that there are several BIM capabilities significantly correlated with project performance in time, cost and quality aspects and the results were validated through interviews. These findings show that BIM has the capabilities to enhance quantity surveyors’ performances and subsequently improved project performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Building%20Information%20Modeling%20%28BIM%29" title="Building Information Modeling (BIM)">Building Information Modeling (BIM)</a>, <a href="https://publications.waset.org/abstracts/search?q=quantity%20surveyors" title=" quantity surveyors"> quantity surveyors</a>, <a href="https://publications.waset.org/abstracts/search?q=capability" title=" capability"> capability</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance" title=" project performance"> project performance</a> </p> <a href="https://publications.waset.org/abstracts/12273/the-relationship-of-building-information-modeling-bim-capability-in-quantity-surveying-practice-and-project-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12273.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">367</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4971</span> The Capabilities Approach as a Future Alternative to Neoliberal Higher Education in the MENA Region</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ranya%20Elkhayat">Ranya Elkhayat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims at offering a futures study for higher education in the Middle East. Paying special attention to the negative impacts of neoliberalism, the paper will demonstrate how higher education is now commodified, corporatized and how arts and humanities are eschewed in favor of science and technology. This conceptual paper argues against the neoliberal agenda and aims at providing an alternative exemplified in the Capabilities Approach with special reference to Martha Nussbaum’s theory. The paper is divided into four main parts: the current state of higher education under neoliberal values, a prediction of the conditions of higher education in the near future, the future of higher education using the theoretical framework of the Capabilities Approach, and finally, some areas of concern regarding the approach. The implications of the study demonstrate that Nussbaum’s Capabilities Approach will ensure that the values of education are preserved while avoiding the pitfalls of neoliberalism. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=capabilities%20approach" title="capabilities approach">capabilities approach</a>, <a href="https://publications.waset.org/abstracts/search?q=education%20future" title=" education future"> education future</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=MENA" title=" MENA"> MENA</a> </p> <a href="https://publications.waset.org/abstracts/86544/the-capabilities-approach-as-a-future-alternative-to-neoliberal-higher-education-in-the-mena-region" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86544.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">197</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4970</span> Design, Development and Evaluation of a Portable Recording System to Capture Dynamic Presentations using the Teacher´s Tablet PC</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enrique%20Barra">Enrique Barra</a>, <a href="https://publications.waset.org/abstracts/search?q=Abel%20Carril"> Abel Carril</a>, <a href="https://publications.waset.org/abstracts/search?q=Aldo%20Gordillo"> Aldo Gordillo</a>, <a href="https://publications.waset.org/abstracts/search?q=Joaquin%20Salvachua"> Joaquin Salvachua</a>, <a href="https://publications.waset.org/abstracts/search?q=Juan%20Quemada"> Juan Quemada</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Computers and multimedia equipment have improved a lot in the last years. They have reduced costs and size while at the same time has increased their capabilities. These improvements allowed us to design and implement a portable recording system that also integrates the teacher´s tablet PC to capture what he/she writes on the slides and all that happens in it. This paper explains this system in detail and the validation of the recordings that we did after using it to record all the lectures of a course in our university called “Communications Software”. The results show that pupils used the recordings for different purposes and consider them useful for a variety of things, especially after missing a lecture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=recording%20system" title="recording system">recording system</a>, <a href="https://publications.waset.org/abstracts/search?q=capture%20dynamic%20presentations" title=" capture dynamic presentations"> capture dynamic presentations</a>, <a href="https://publications.waset.org/abstracts/search?q=lecture%20recording" title=" lecture recording"> lecture recording</a> </p> <a href="https://publications.waset.org/abstracts/2693/design-development-and-evaluation-of-a-portable-recording-system-to-capture-dynamic-presentations-using-the-teachers-tablet-pc" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2693.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">367</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4969</span> Deployment of Electronic Healthcare Records and Development of Big Data Analytics Capabilities in the Healthcare Industry: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tigabu%20Dagne%20Akal">Tigabu Dagne Akal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Electronic health records (EHRs) can help to store, maintain, and make the appropriate handling of patient histories for proper treatment and decision. Merging the EHRs with big data analytics (BDA) capabilities enable healthcare stakeholders to provide effective and efficient treatments for chronic diseases. Though there are huge opportunities and efforts that exist in the deployment of EMRs and the development of BDA, there are challenges in addressing resources and organizational capabilities that are required to achieve the competitive advantage and sustainability of EHRs and BDA. The resource-based view (RBV), information system (IS), and non- IS theories should be extended to examine organizational capabilities and resources which are required for successful data analytics in the healthcare industries. The main purpose of this study is to develop a conceptual framework for the development of healthcare BDA capabilities based on past works so that researchers can extend. The research question was formulated for the search strategy as a research methodology. The study selection was made at the end. Based on the study selection, the conceptual framework for the development of BDA capabilities in the healthcare settings was formulated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=EHR" title="EHR">EHR</a>, <a href="https://publications.waset.org/abstracts/search?q=EMR" title=" EMR"> EMR</a>, <a href="https://publications.waset.org/abstracts/search?q=Big%20data" title=" Big data"> Big data</a>, <a href="https://publications.waset.org/abstracts/search?q=Big%20data%20analytics" title=" Big data analytics"> Big data analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=resource-based%20view" title=" resource-based view"> resource-based view</a> </p> <a href="https://publications.waset.org/abstracts/119580/deployment-of-electronic-healthcare-records-and-development-of-big-data-analytics-capabilities-in-the-healthcare-industry-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/119580.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">131</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4968</span> Three Foci of Trust as Potential Mediators in the Association Between Job Insecurity and Dynamic Organizational Capability: A Quantitative, Exploratory Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marita%20Heyns">Marita Heyns</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Job insecurity is a distressing phenomenon which has far reaching consequences for both employees and their organizations. Previously, much attention has been given to the link between job insecurity and individual level performance outcomes, while less is known about how subjectively perceived job insecurity might transfer beyond the individual level to affect performance of the organization on an aggregated level. Research focusing on how employees’ fear of job loss might affect the organization’s ability to respond proactively to volatility and drastic change through applying its capabilities of sensing, seizing, and reconfiguring, appears to be practically non-existent. Equally little is known about the potential underlying mechanisms through which job insecurity might affect the dynamic capabilities of an organization. This study examines how job insecurity might affect dynamic organizational capability through trust as an underling process. More specifically, it considered the simultaneous roles of trust at an impersonal (organizational) level as well as trust at an interpersonal level (in leaders and co-workers) as potential underlying mechanisms through which job insecurity might affect the organization’s dynamic capability to respond to opportunities and imminent, drastic change. A quantitative research approach and a stratified random sampling technique enabled the collection of data among 314 managers at four different plant sites of a large South African steel manufacturing organization undergoing dramatic changes. To assess the study hypotheses, the following statistical procedures were employed: Structural equation modelling was performed in Mplus to evaluate the measurement and structural models. The Chi-square values test for absolute fit as well as alternative fit indexes such as the Comparative Fit Index and the Tucker-Lewis Index, the Root Mean Square Error of Approximation and the Standardized Root Mean Square Residual were used as indicators of model fit. Composite reliabilities were calculated to evaluate the reliability of the factors. Finally, interaction effects were tested by using PROCESS and the construction of two-sided 95% confidence intervals. The findings indicate that job insecurity had a lower-than-expected detrimental effect on evaluations of the organization’s dynamic capability through the conducive buffering effects of trust in the organization and in its leaders respectively. In contrast, trust in colleagues did not seem to have any noticeable facilitative effect. The study proposes that both job insecurity and dynamic capability can be managed more effectively by also paying attention to factors that could promote trust in the organization and its leaders; some practical recommendations are given in this regard. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20organizational%20capability" title="dynamic organizational capability">dynamic organizational capability</a>, <a href="https://publications.waset.org/abstracts/search?q=impersonal%20trust" title=" impersonal trust"> impersonal trust</a>, <a href="https://publications.waset.org/abstracts/search?q=interpersonal%20trust" title=" interpersonal trust"> interpersonal trust</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20insecurity" title=" job insecurity"> job insecurity</a> </p> <a 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