In this paper, we examine the phenomenon of dyadic inter-organizational relationships and develop a conceptual model to explain the influence of complementary knowledge and relative absorptive capacity on firm performance. Using theoretical perspectives emanating from the knowledge-based view of the firm and organizational learning, we suggest that performance outcomes in inter-organizational r...

CEO duality, organizational slack, and ownership types have been found to affect firm performance in China. However, existing work has largely focused on their direct relationships with firm performance. Advancing this research, we develop an integrative framework to address an important and previously underexplored question: How do CEO duality and organizational slack affect the performance of...

What is the relationship between knowledge strategy and firm performance? The impact of the same knowledge strategy on firm performance is inconsistent. We identify two dimensions of knowledge strategy: knowledge newness and knowledge diversity which are the important factors of organizational knowledge. This study argue that the effect of knowledge strategy on firm performance is contingent on...

Purpose – The relationship between overall innovation and innovation capability, and performance has been a topic of several earlier studies (Calantone et al., 2002; Cainelli et al., 2004; Keskin, 2006; Bowen et al., 2010; Jiménez-Jiménez and Sanz-Valle, 2011). However, the effects of the aspects of innovation capability on performance of a firm have stayed unfamiliar. The objective of this res...

It is imperative for a firm to possess capability to pursue dual conflict goals simultaneously, i.e., ambidexterity capability, in turbulence market environment. As a result of synergy between IT and business process, a firm is able to build its ambidexterity capability, namely, alignment between them to gain organizational alignment capability which offers the firm short-term performance on th...

Structured Abstract Purpose Several organizations choose a process-oriented organizational design as a source for competitive advantage. In this paper, we explore empirically the relationship between process orientation (PO) and firm performance. We consider PO as a multidimensional construct and examine how its underlying dimensions impact different aspects of organizational performance. Desig...

This paper analyzes the relationship between organizational learning mechanisms, normally regarded as dynamic capabilities, and the operational flexibility of the firm, considered as an operational capability, within the context of the measurement of firm performance. Organizational learning is a dynamic process which enables the firm to adapt to changing environments, so making it easier for i...