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The Global ETD Search service is a free service for researchers
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Showing 21 to 26 of 26 (0.02 seconds)Spelling suggestions: "subject:"spanner"" "subject:"panner""
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A Multi-step Model of Boundary Spanning and Absorptive Capacity: The Differential Impact of Board and Top Management Team Experience on the Development of Sustainability-related CapabilitiesJanuary 2018 (has links)
abstract: The study explores the differing roles that a top management team (TMT) and a board play in providing a firm the knowledge to improve its absorptive capacity. Building on the distinction between potential and realized absorptive capacity, initially posited by Zahra and George (2002), I argue that a firm's board of directors and its TMT both act to fill the critical role of knowledge gatekeepers identified by Cohen and Levinthal (1990). But, they play different roles in a firm's efforts to acquire, assimilate, transform and exploit novel information. The engagement of board members with environmental planning through personal experiences as well as prior and current ties shapes the ability of the firm to acquire (i.e., identify and obtain) and assimilate (i.e., analyze, understand, and evaluate) valuable external knowledge. However, because they lack the required in-depth knowledge of the firm's internal operations, they are unable to complete the gatekeeping role. The latter stages of that role depend on the abilities of the TMT to transform (i.e., internalize and converse) and exploit (i.e., use and implement) that knowledge, which depends heavily on their engagement with environmental activities through prior experiences. Thus, the board and TMT are only able to fulfill the roles of knowledge gatekeeper collectively. I develop a set of hypotheses from this core proposition, which I test using the participation of U.S. firms in the Carbon Disclosure Project (CDP). Extremely detailed data on 354 firms from 2008 to 2015 allows me to examine multiple sequential processes, including the decision to participate in the CDP performance relative to the core CDP goal, current internal systems, policies as well as plans, and capabilities to breakdown emissions along various production processes to reduce greenhouse gas emissions. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2018
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Consulting Knowledge Acquisition and Organization¡¦s Absorptive Capacity: A Knowledge Communication Chain PerspectiveSu, Teng-hu 03 July 2009 (has links)
External knowledge is an important knowledge source for organizations. No matter how good external knowledge is, however, the contribution of external knowledge for organization would decrease if organizations can¡¦t absorb the knowledge effectively. Unlike previous studies, this study applies the ¡¥communication chain¡¦ perspective to investigate the process of organization¡¦s acquisition and absorption of external knowledge. Consulting knowledge is chosen as the study subject of external knowledge. This study argues that consultant and internal lecturer constitute the communication chain of consulting knowledge. Consultants and internal lecturers¡¦ capability of knowledge training and the capability link of knowledge training between consultants and internal lecturers will affect the effectiveness of organization¡¦s absorption of consulting knowledge.
This study used triangulation approach to collect empirical data about how organizations acquire quality management knowledge through knowledge trainings provided by quality management (QM) consultants in Taiwan. First, this study did in-depth interviews with 10 QM consultants and 13 QM internal lecturers to collect qualitative data. Based on the data analysis of in-depth interviews and related literature, a questionnaire was developed and used to survey QM consultants and internal lecturers. A total number of 282 valid questionnaires, 47 QM consultants and 235 QM internal lecturers, were finally used to do statistical analysis. We combined and compared the findings of in-depth interviews and statistical analysis to answer research questions of this study.
The results showed that QM internal lecturers did ¡¥dual-knowledge learning¡¦ in the communication chain of consulting knowledge and the capability of knowledge training was a combination of various sub-capabilities. QM internal lecturers¡¦ capability of knowledge training, in general, was inferior to QM consultants¡¦ capability of knowledge training. The main reasons resulting in the capability gap could be induced into three dimensions, including lecturer, trainee, and organization. The communication chain perspective provides an innovative and dynamic view to study organization¡¦s acquisition and absorption of consulting knowledge. The findings of this study can make up theoretical or knowledge gaps existed in past studies of knowledge acquisition, absorptive capacity, organizational boundary spanner, consulting industry, and expert-novice study. In addition, the findings also provide some valuable management implications for organizations to absorb the consulting knowledge more effectively as well as for consultants or consulting firms to enhance the quality of their knowledge service.
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Relations inter-organisationnelles informelles et dynamique de l'entreprise : une approche par les microfondations / Informal interorganizational relations and dynamic capabilities : an analysis of microfoundationsGirsault-Haas, Aurore 01 July 2016 (has links)
Alors que les relations formelles entre organisations comme les alliances ont été largement étudiées, les relations inter-organisationnelles informelles demandent à être mieux comprises. Comment l'organisation gère-t-elle ses relations inter-organisationnelles informelles ? Quels sont les effets de ces relations sur l'entreprise ? Comment peut-on essayer d'organiser d'une façon consciente des actions d'influence de l'environnement au travers de ces relations ? Pour aborder ces questions, nous avons choisi d'utiliser le cadre de la théorie des capacités dynamiques, qui accorde une place importante aux relations entre l'entreprise et son environnement. Les capacités dynamiques de l'entreprise peuvent être définies comme la capacité à détecter et façonner des opportunités et des menaces, à saisir des opportunités, et à reconfigurer les ressources de la firme. Répondant à l'appel des chercheurs sur les capacités dynamiques, cette thèse analyse les micro-fondations de ces capacités. Notre étude s'appuie sur une analyse des individus "passeurs de frontières" qui participent aux relations inter-organisationnelles informelles au nom de leur entreprise. Nos travaux pointent les contributions des passeurs de frontières aux capacités dynamiques de l'entreprise et conceptualisent la capacité à gérer des relations inter-organisationnelles informelles comme capacité dynamique. / Whereas formal relations such as alliances have been well-studied, informal inter-organizational relations still need to be analyzed. This gap in the literature leads to the following research questions: How do organizations manage their informal inter-organizational relations? What are the effects of such relations? How can firms organize influencing activities based on these relations? The theory of dynamic capabilities addresses relations between the firm and its environment. The dynamic capabilities of the firm can be defined as the capacity of the firm to sense and shape opportunities and threats, to seize opportunities and to reconfigure assets. They permit the organization to adapt to and to shape its environment. This work contributes to answering the call from researchers to analyze the microfoundations of dynamic capabilities. It studies the role played by boundary spanners, individuals playing an interfacing role between the firm and its environment, in the dynamic capabilities of the firm. Further, this research leads to the conceptualization of the capacity to manage informal interorganizational relations as a dynamic capability allowing the firm to develop its absorptive capacity, legitimacy and influence on its environment.
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A expertise na coprodução de serviços intensivos em conhecimento: uma análise em relações entre empresasRabêlo, Josélia Maria de Oliveira 02 March 2017 (has links)
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Previous issue date: 2017-03-02 / The objective of this research was to analyze how customers and suppliers create value by exchanging expertise in B2B relations, in knowledge intensive services. To better understand the relationship of these variables, an exploratory research strategy was adopted, because it allows analyzing the phenomenon through different perspectives - clients, suppliers and interaction between them. Field research was conducted in two phases. Phase 1 was used to deepen understanding about the topic of interest in diverse contexts. Nine interviews were conducted with managers of different types of knowledge intensive services – Human Resource Consultancy, Software and Engineering and Architecture. The results showed that complexity, customization and strategic relevance of the solution motivates the customer to participate in the co-production. The results of co-production are optimized when customers and suppliers interact and share their expertise throughout the phases of diagnosis and execution of the solution. Interaction between customer and supplier, and technical and business expertise sharing positively influence the client's perception of value. Customer participation in the co-production has positive effects on both economic and relationship value. Finally, it was observed that customers perceive the solution broadly including functional and also relational benefits of the solution. Phase 2 of the research was aimed at companies belonging to the architecture segment. It was adopted, as a research strategy, the study of multiple cases. Five cases of interaction between company and its client were conducted. Twenty semi-structured interviews were carried out, eight managers of the supplier companies and 12 client managers of these companies. In addition, secondary data on the participating companies were collected and field notes were taken. The results showed that the way in which customers and suppliers combine and complement business and technical expertise influences the coproduced results and the perceived value of the offer.This second phase has also revealed that coproduction is most effective when customers are more experienced, have business expertise, communicate their expectations and share this business expertise with their suppliers. The results suggest that the perception of economic value creation is more present when services are more complex, especially when the solution requires technical expertise exchange between clients and suppliers. The perception of economic and relationship value is more present when the solution requires technical and business expertise complementarity between clients and suppliers. The results also showed that expertise exchange between clients and suppliers depend on boundary spanners skills and capacities on both to achieve better results in service production. Some boundary spanners skills and capacities favor coproduction: encouraging the interaction of the external contact agent with the company and stakeholders, frequency of contact during the coproduction, engagement and motivation to participate in the solution, communication, flexibility, acceptance of suggestions and comments and negotiation. / O objetivo desta pesquisa foi analisar como clientes e fornecedores criam valor pela troca de expertise nas relações B2B, nos serviços intensivos em conhecimento. Para analisar o fenômeno por diferentes perspectivas - clientes, fornecedores e interação entre eles; foi utilizada a pesquisa exploratória, em duas fases de pesquisa. Na fase 1 foram realizadas nove entrevistas com gestores de empresas fornecedoras e clientes de consultoria de RH, software e tecnologia de informação e arquitetura e engenharia. ¬¬¬O propósito foi aprofundar o entendimento dos construtos pesquisados e avaliar qual dos serviços seria mais apropriado a ser explorado na segunda fase da pesquisa. Os resultados desta fase mostram que complexidade, customização e relevância estratégica da solução motivam o cliente a participar da coprodução. Os resultados da coprodução são otimizados quando clientes e fornecedores interagem e compartilham expertise nas fases de diagnóstico e execução da solução. A interação e a troca de expertise técnica e de negócios entre fornecedor e cliente favorecem a coprodução. A participação do cliente na coprodução e a troca de expertise com o fornecedor têm impacto positivo tanto para o valor econômico como de relacionamento. Por fim, observou-se que clientes percebem a solução considerando tanto os benefícios funcionais quanto relacionais com seus fornecedores. A Fase 2 da pesquisa teve como escopo as empresas pertencentes ao segmento de arquitetura. Adotou-se como estratégia de investigação o estudo de casos múltiplos. Cinco casos de interação entre empresa e seus cliente foram pesquisados. Foram realizadas vinte entrevistas semiestruturadas com oito gestores das empresas fornecedores e 12 gestores clientes dessas empresas. Também, foram coletados dados secundários sobre as empresas e foram registradas notas de campo. Os resultados evidenciaram que a maneira com que clientes e fornecedores combinam e complementam expertises técnicas e de negócios na solução influencia os resultados coproduzidos e a percepção de valor da oferta. A coprodução é mais efetiva, quando os clientes são mais experientes e têm expertise sobre seu negócio, comunicam suas expectativas e compartilham essa expertise de negócio com seus fornecedores. Os resultados também sugerem que a percepção de criação de valor econômico é mais presente quando os serviços são mais complexos, especialmente quando a solução demanda troca de expertise técnica entre clientes e fornecedores. A percepção de criação de valor tanto econômico quanto de relacionamento é mais presente quando a solução demanda complementaridade de expertises técnicas e de negócio entre clientes e fornecedores. Os resultados revelam que a troca de expertise entre empresa e cliente depende das habilidades e capacidades desse agente de contato de cada parte da relação para alcançar melhores resultados na coprodução do serviço. Certas habilidades e as capacidades dos boundary spanners favorecem a coprodução: incentivo a interação do agente de contato externo à empresa e stakeholders, frequência de contato durante a coprodução, engajamento e motivação em participar da solução, comunicação, flexibilidade, aceitação de sugestões e críticas e negociação.
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TU-Spektrum 2/2004, Magazin der Technischen Universität ChemnitzSteinebach, Mario, Friebel, Alexander, Häckel-Riffler, Christine, Tzschucke, Volker, Pollmer, Caroline, Horst, Gabriela, Brabandt, Antje, Reichold, Kathrin 15 December 2004 (has links) (PDF)
zweimal im Jahr erscheinende Zeitschrift über aktuelle Themen der TU Chemnitz, ergänzt von Sonderheft(en)
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TU-Spektrum 2/2004, Magazin der Technischen Universität ChemnitzSteinebach, Mario, Friebel, Alexander, Häckel-Riffler, Christine, Tzschucke, Volker, Pollmer, Caroline, Horst, Gabriela, Brabandt, Antje, Reichold, Kathrin 15 December 2004 (has links)
zweimal im Jahr erscheinende Zeitschrift über aktuelle Themen der TU Chemnitz, ergänzt von Sonderheft(en)
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