Learning, Dynamic Capabilities, and Firm Performance: The Case of Entrepreneurial Firms in the South Korean Fashion Industry

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
Kilho Shin ◽  
Nitin Kumar Singh ◽  
Liliana Pérez-Nordtvedt
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Environments ◽  
Strategic Marketing ◽  
Entrepreneurial Firms ◽  
Product Knowledge ◽  
Marketing Capabilities ◽  
Fashion Industry ◽  
South Korean ◽  
Resource Flexibility ◽  
Human Resource Flexibility

Abstract Given their small size and young age, entrepreneurial firms are resource deprived. However, to successfully compete in dynamic environments, these firms are still required to build their dynamic capabilities. Using the ever-changing Korean retail fashion industry, we suggest that entrepreneurial firms deprived of formal marketing departments can learn from their main external repositories of market and product knowledge and develop their strategic marketing (dynamic) capabilities as routines, which, in turn, improve the entrepreneurial firms’ performance. Moreover, following the microfoundations argument of dynamic capabilities, we argue that these strategic marketing capabilities in the form of routines can be further enhanced by the entrepreneurial firm’s human resource flexibility. Our data reveals support for our arguments.

scholarly journals Dynamic capabilities and marketing capabilities in Portugal

2017 ◽  
Vol 30 (3) ◽  
pp. 417-430 ◽  
Author(s):  
Álvaro Dias ◽  
Pereira Renato
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
Marketing Capabilities ◽  
Resource Configuration ◽  
Content Type ◽  
Transfer Processes ◽  
And Performance ◽  
Construct Dimensions ◽  
Operational Aspects

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

scholarly journals Perspectives of Entrepreneurial Orientation with the Quality of Life

2011 ◽  
Vol 3 (6) ◽  
pp. 388-394
Author(s):  
Salima Hafeez ◽  
Rashid Mehmood Chaudhry . ◽  
Muhammad Aslam Khan . ◽  
H.Mushtaq Ahmad . ◽  
Kashif Ur Rehman .
Keyword(s):  
Quality Of Life ◽  
Entrepreneurial Orientation ◽  
Third World ◽  
Dynamic Capabilities ◽  
Positive Impact ◽  
Well Being ◽  
Entrepreneurial Firms ◽  
The Third World ◽  
The Impact

The characteristics of entrepreneurial orientation is played important role in business. How do an entrepreneurial firms and individuals have taken the advantage in industry? This study explores the dynamic capabilities of the organization according to international performance. Our findings indicates the positive impact on dynamic capabilities of the business with perfectly use of this research framework. The main aspect of this paper is to analyse the impact of entrepreneurial orientation with the quality of life. Distinctive features of entrepreneurs and their contribution to the economy can make it possible for third world countries to grow their economies faster and provide financial means to enhance social, health, and environmental well-being (basic dimensions of quality of life), along with products and services that the poor need in these countries. Entrepreneurial orientation combined with organization learning and Quality of life (QOL) are enhanced the dynamic capability of the organization. Present conceptual research will provide the source of competitive advantage and mainstream line for further development of the business .We suggest that existing literature reconfiguring the different approaches for the entrepreneurial to capture the opportunities in world business. First, quality of life cannot possibly improve in inactive or weakening economic conditions; second, economic development in the third world countries cannot advance in a balanced and desirable manner without a major domestic entrepreneurship movement (Samli 2004, 2008a).

The Strategic Use of Social Media in the Fashion Industry

2018 ◽  
pp. 1209-1233
Author(s):  
Hanna Kontu ◽  
Alessandra Vecchi
Keyword(s):  
Social Media ◽  
New Media ◽  
Business Environment ◽  
Critical Assessment ◽  
Strategic Marketing ◽  
Competitive Advantages ◽  
Fashion Industry ◽  
Research Findings ◽  
Marketing Tool ◽  
Use Of Social Media

The importance of social media is evident as millions of people use it to connect with others, share content, and discuss different topics (Kaplan & Haenlein, 2010; Kim & Ko, 2010). Although it is clear that social media is powerful and ubiquitous, many fashion brands have been reluctant or unable to develop strategies and allocate resources to effectively engage with the new media. The goal of this chapter is to critically review the literature that explicitly addresses the adoption, application, and impact of social media by fashion brands. In particular, the purpose of this chapter is to provide a critical assessment of the adoption of social media amongst three well-established fashion brands in order to identify the importance of social media as a strategic marketing tool and to propose a number of alternative social media strategies for fashion brands. Such a critical assessment is necessary since, as demonstrated by the research findings, implementing these strategies will allow brands not only to survive, but also to create new competitive advantages and thrive in the new global fashion business environment.

Toward a Unifying Framework for Defining Internal Human Resource Flexibility

2012 ◽  
pp. 1-29 ◽  
Author(s):  
Inmaculada Beltrán Martín
Keyword(s):  
Human Resource ◽  
Success Factor ◽  
Resource Based View ◽  
Resource Flexibility ◽  
Critical Success ◽  
Relational Flexibility ◽  
Definition Of ◽  
Collaborative Activities ◽  
Human Resource Flexibility ◽  
Multidimensional Concept

A flexible workforce is emerging as a critical success factor to counteract certain organizational rigidities and to guarantee organizational competitiveness in challenging environments .This chapter provides a review of the relevant definitions and classifications of human resource (HR) flexibility that have appeared during recent years. Furthermore, the chapter presents a definition of internal HR flexibility based on the resource-based view approach. From this perspective, HR flexibility is defined as a multidimensional concept. Specifically, this chapter assumes that employees are flexible when they show intrinsic flexibility (i.e. they can easily move between tasks and roles), modification flexibility (i.e. they alter their skills and/or behaviors to adapt to new circumstances), and relational flexibility (i.e. they participate in collaborative activities).

Use Value and HRD and HRM Flexibility

2016 ◽  
pp. 181-199 ◽  
Author(s):  
Claretha Hughes ◽  
DeVaughn Stephens
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Use Value ◽  
Work Systems ◽  
Practical Applications ◽  
Contingent Employment ◽  
Resource Flexibility ◽  
Firm Model ◽  
Human Resource Flexibility

Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high performance work systems, and contingent employment. Human resource departments should examine the development and management of their human resources in the context of the employees' use value within organizations. This paper analyzes the concept of use value of the employees within the theoretical and practical applications of HRD and HRM flexibility and provides recommendations for organizations to increase the use value of workers. Employee use value directly contributes to the organization's success or lack thereof.

scholarly journals Competition in Knowledge Ecosystems: A Theory Elaboration Approach Using a Case Study

2020 ◽  
Vol 12 (18) ◽  
pp. 7372
Author(s):  
Jeandri Robertson
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Frame Of Reference ◽  
Sustainable Competitive Advantage ◽  
Marketing Capabilities ◽  
Resource Advantage Theory ◽  
Ecosystem Level ◽  
Strategic Thought ◽  
Knowledge Exploration

This paper explores how competition works in knowledge ecosystems, using a theory elaboration approach. With little research conducted in this area to date, three strategic streams of thought—resource-advantage theory, dynamic capabilities framework, and adaptive marketing capabilities perspective—are compared as a departing point and a frame of reference regarding the dynamics of competition. The streams of strategic thought all converge around the notion that organizations must constantly renew themselves to adapt and align to a fast-changing marketplace. The characteristics of knowledge ecosystems are conceptualized, whereafter an in-depth case study is presented to empirically assess competition in knowledge ecosystems, focusing on the perspective of a keystone actor. At the ecosystem-level, knowledge ecosystems primarily expose and explore knowledge, indicating that they mostly operate in a pre-competitive state. The time needed and the limited control inherent to knowledge exploration translate into the keystone actor focusing on transient rather than sustainable competitive advantage. Knowledge ecosystems further prove to be central in the coevolution and the growth of other ecosystems through connecting and sharing of the explored knowledge base with other ecosystem actors who, in turn, exploit this knowledge common for commercial purposes and innovation.

Knowledge acquisition efficiency, strategic renewal frequency and firm performance in high velocity environments

2020 ◽  
Vol 24 (9) ◽  
pp. 2035-2055
Author(s):  
Kilho Shin ◽  
Liliana Pérez-Nordtvedt
Keyword(s):  
Data Collection ◽  
Knowledge Acquisition ◽  
High Velocity ◽  
Fashion Industry ◽  
Content Type ◽  
Face To Face ◽  
Strategic Renewal ◽  
South Korean ◽  
Site Survey ◽  
Data Collection Process

Purpose The purpose of this study is to investigate what type of knowledge enhances the frequency of strategic renewal for organizations operating in high velocity environments. It also investigates whether strategic renewal frequency is beneficial, rather than harmful in such environments. Design/methodology/approach The study followed a two-step data collection process involving pilot interviews and an on-site survey data collection procedure. The authors first conducted face-to-face pilot interviews with 16 fashion retailers lasting 30 min to 2 h. They then tested their hypotheses by using a sample of 152 South Korean fashion retailers, as the fashion industry is a prototypical high velocity environment. Findings Firms that have a higher rate of strategic renewal frequency outperform those with a lower one. Moreover, the frequency of strategic renewal mitigates the ill effects of lack of legitimacy not imbued by a franchisor’s backing. Finally, firms can increase the frequency of their strategic renewal efforts by accessing knowledge from their main customers more efficiently. Originality/value The results of this study provide a refined picture of the role of knowledge acquisition efficiency and strategic renewal frequency in the pursuit of competitive advantage in high velocity environments.

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