Seyed Hamid Khodadad Hosseini; Asghar Moshabaki; Soheila khoddami
Volume 19, Issue 3 , September 2015, , Pages 83-112
Abstract
One of the most important concepts for all enterprises in every size and every sector is market performance. As the market success of the firm is a consequence of its market performance, it will be pertinent to state that performance is a direct determinant on the consequence. Today, dynamic capabilities ...
Read More
One of the most important concepts for all enterprises in every size and every sector is market performance. As the market success of the firm is a consequence of its market performance, it will be pertinent to state that performance is a direct determinant on the consequence. Today, dynamic capabilities have been identified as one of the vital necessities for the performance of organizations in turbulent environments. Given the critical role of market performance in turbulent competitive environments, this concept has attracted attention of many researchers of management science in recent years. So how to achieve this important consult for organizations is vital, and very little research has been done in this regard. Therefore, in this research, the model of improving market performance based on dynamic capabilities (IT competencies, entrepreneurial and market orientation and operational agility) is presented and tested in the electronics industry of Iran. This model is based on four management areas: strategic management literature related to dynamic capabilities, marketing literature, entrepreneurship, and information technology .The results confirm the research model. It can be concluded that the dynamic capabilities of the organization will help to improve market performance.
Seyyed Mahmoud Hosseini; Bahman Hajipour
Volume 12, Issue 4 , January 2009, , Pages 155-176
Abstract
Firms in many industries rely on knowledge generated outside of the firm as an input to their own research and development. The ability to exploit knowledge that exists outside the boundary of the firm is calld Absorptive Capacity. Cohen and Levinthal defined AC as ‘‘the ability of a firm to recognize ...
Read More
Firms in many industries rely on knowledge generated outside of the firm as an input to their own research and development. The ability to exploit knowledge that exists outside the boundary of the firm is calld Absorptive Capacity. Cohen and Levinthal defined AC as ‘‘the ability of a firm to recognize the value of new and external knowledge, assimilate it, and apply it to commercial ends’’. They argued that AC is an organizational learning concept and the cumulative effect of continuous learning. However, this definition deals primarily with external knowledge. Implicit in the definition is the notion that firms are aware of internal information and have access to it. In some cases, organizations may not be aware or have access to their existing knowledge, especially tacit knowledge that can only be communicated by direct social interaction.Thus, a network of formal and informal communication linkages are necessary for the internal diffusion of new knowledge and technology. We employed a social theory of absorptive capacity and investigated its affect on innovaton and fliexibility in firm. On the other hand, we investigated the effect of intersubjectivity on absorptive capacity . To illustrate the links, the present study tested the hypothesis by structural equation, applied to a large sample (n=619). The results indicated a strong, positive and direct relation among intersubjectivity, absorptive capacity innovation and flexibility.
