Influencing Factors and the Effect of Organizational Capabilities on Internationalization Strategies for German SMEs in the MedTech Industry

This paper is focusing on SME internationalization and investigates the antecedents and the effects of organizational capabilities on strategy in the German MedTech industry. However, the impact of existing research in this field is relatively poor and is not yet applicable in other countries or industries. As a consequence, a systematic review of the literature has been conducted. The results have shown heterogeneous research outcomes in the field of strategy and the need for further research in this context. Overall, the review indicates an initial conceptual model that has been developed, in which significant fmdings could be identified and refmed in a country-, industry- or firm-specific way. The results will serve as a strategic input for SME＇s in the German MedTech industry.

Influencing Factors of Organizational Learning Capability : From the Perspective of Knowledge Embeddedness

Organizational learning capability is an important embodiment of the competitive advantage of enterprises in the era of knowledge economy. Based on the embeddedness theory,six factors are discussed that influence organizational learning capability from the perspective of knowledge embeddedness: employees embeddedness, tools embeddedness, tasks embeddedness,interpersonal relationship embeddedness, organizational culture embeddedness and network environment embeddedness. Combined with the survey data of textile and apparel manufacturing industry,the research proves the important function of knowledge embeddedness in the construction of organizational learning capability, and proposes three research countermeasures for industrial upgrading.

Organizational Learning as Moderating Variable Between Human Resource Information System and Public Universities＇ Performance

This study was conducted to see if organizational performance is affected by human resource information system （HRIS） and organizational learning capability. HRIS examined in this study consists of performance appraisal and career management. Data were collected at the public universities located in West Sumatra using questionnaires as the main data collection tool in quantitative approach. Data were analysed using the Statistical Program for Social Science （SPSS）. HRIS was measured by using the concept of behavior and found that independent variables significantly related to organizational performance. These results supported that the organizational learning capability as moderating variable influenced the relationship between HRIS and organizational performance. The model stresses the importance of HRIS which supports the organizational performance at public universities. The results of this study indicate that at public universities in West Sumatra, the improvement of HRIS will lead to higher levels of organizational performance. Results of this study are expected to provide benefits to all stakeholders who have an interest in higher education, especially in information technology and performance.

Determine the Level of Organizational Learning Capability in Teaching Hospitals in Bandar Abbas City—Iran

Background: The hospital is a scientific organization that despite much progress, today, is also dependent on manpower. One of the main requirements for the proper functioning of manpower is that through learning, they be updated in terms of knowledge. Thus, the aim of this study was to determine the level of Organizational Learning Capability in hospitals in Bandar Abbas City—Iran. Methods: In 2014, this descriptive-analytic study was conducted in hospitals in Bandar Abbas City. The data was collected through the Gomez questionnaire for organizational learning from 290 employees of hospitals. Data analysis was done using software SPSS V.20 and by the Mann-Whitney U test and the Kruskal-Wallis test. Results: Organizational Learning Capability in governmental, private and social security hospitals were 0.31 ± 53.06, 9.38 ± 47.38 and 0.27 ± 50.74, respectively. The results of the Kruskal-Wallis test showed that the relationship between the variables of employment status (p = 0.034), occupational categories (p = 0.043), and type of ownership (p = 0.02), was significant with the organizational learning capability but such a significant relationship was not observed in terms of age, educational level and employment status. The results of the Mann- Whitney U-test indicated a significant association between marital status (p = 0.029) and type of hospital (p = 0.049) with the organizational learning capability. Conclusion: Need to up-to-dating of staff’s knowledge has made undeniable the role of organizational learning. According to the results, managers have to provide conditions for improving the status quo through promoting or-ganizational learning and extend the ability of the organization for growth and progress.

Introduction to drug regulatory capabilities: a theory and framework

This article explored the definition, dimensions, and building mechanisms of drug regulatory capabilities（DRC） and their relationship with regulatory performance. Based on the theories on organizational capability and their application in public sector, interviews with officers from drug regulatory agencies and analysis of its three determinations, the DRC was defined as the follows： a learned pattern through which the drug regulatory agencies acquire, reconstruct and utilize organizational resources to protect and advance public health. DRC can be divided into different dimensions and structured as the basic capabilities and functional capabilities. This research also introduced three learning mechanisms for DRC construction, which include learning by doing, organizational learning, and exploratory learning. Finally, a qualitative case study of drug application and approval in China was conducted to explore the relationship between regulatory capabilities and performance.

Cycle Evolution of the Impact of Ability-Enhancing,Motivation-Enhancing,and Opportunity-Enhancing Strategic Human Resource Management on Product Innovation in Science and Technology Enterprises

This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource management(SHRM)in science and technology enterprises,on product innovation performance(PIP).It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles.Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises,using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises.A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM,organizational emotional capability(OEC),and organizational human capital(OHC)that affect PIP at different lifecycles.Sub-study 2 empirically validates the dynamic capability path and resource-enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises.The outcomes make the following revelations.(1)There are two possible configurations for product innovation during the startup stage,and opportunity-enhancing SHRM(OSHRM),OEC,and OHC are necessary conditions for impacting product innovation.There are three possible configurations for product innovation during the growth phase,and three possible configurations during the mature phase.(2)OSHRM in the startup stage affects product innovation through human capital,while ability-enhancing SHRM(ASHRM)and motivation-enhancing SHRM(MSHRM)do not significantly affect product innovation.ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC,while MSHRM has a significant impact on product innovation.AMO SHRM in the mature stage affects PIP through OEC and OHC.The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths,and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life,providing reference for science and technology enterprise management practices.

Implications of the“momentum”theory of digitalization in accounting:Evidence from Ash Cloud

We aim to demystify digitalization in accounting(DIA)based on the case study of Ash Cloud,a digital factory in Shenzhen,China.From the perspective of dynamic capabilities,we develop the“momentum”theory of DIA to illustrate that firm and executive characteristics drive digital transformation and organizational capabilities.Ash Cloud’s CEO values and cultivates an organizational culture of transparency and openness,while the firm is characterized by cost pressures.Organizational capabilities shape digitalization in business processes and different approaches to DIA.Our findings suggest that the core competence of Ash Cloud is its capability for systems integration,which includes knowledge of redesign,reconfiguration and redefinition.Ash Cloud stands out because of its knowledge extending beyond the firm’s boundaries.