Purpose The purpose of this paper is to analyze the roles played by organizational learning (OL) ... more Purpose The purpose of this paper is to analyze the roles played by organizational learning (OL) and innovation in organizations immersed in the processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether OL and innovation act as sources of strategic fit, and whether strategic fit positively affects performance. Design/methodology/approach The authors use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42 percent) and structural equation modeling (using the EQS 6.1 program) to undertake a transversal study. Findings The model confirms that OL and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. The authors propose considering the innovation climate as a facilitator of new product and pro...
International Journal of Production Research, 2019
In recent years, numerous scandals concerning working conditions in Asia have threatened the repu... more In recent years, numerous scandals concerning working conditions in Asia have threatened the reputation of large companies like Wal-Mart and Inditex. Since such scandals call attention to activities harmful to sustainable development, it is very important to study the relationships between concerns for sustainable supply chain management (SSCM), sustainability, and organisations’ market value. The added value of our study is, first, to explore SSCM controversies as drivers of or pressures for adopting and applying sustainability practices; and, second, to contribute to the recent but growing literature that analyses the channels through which SSCM and sustainability practices influence the firm’s value. We introduce sustainability environmental, social, and governance (ESG) practices as a mediator between SSCM controversies and market value to examine whether SSCM controversies with firms’ stakeholders lead to improvements in the ESG dimensions of organisational sustainability. We also examine the relationships between the ESG dimensions and market value, measured as Tobin’s Q ratio. The results confirm both the positive relationships of SSCM controversies to the ESG dimensions two years later and a positive relationship of the dimension of governance to Tobin’s Q. We also confirm a negative and significant relationship of the social dimension to Tobin’s Q, and a non-significant relationship of the environmental dimension to Tobin’s Q.
Purpose—The main goal of this study is to analyze the role played by organizational learning and ... more Purpose—The main goal of this study is to analyze the role played by organizational learning and innovation in organizations immersed in processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether organizational learning and innovation act as sources of strategic fit, and whether strategic fit positively affects performance. Design/methodology/approach—We use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42%) and structural equation modelling (using the EQS 6.1 program) to implement a transversal study. Finding—The model confirms that organizational learning and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. We propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit. Practical implications—Managers should create and support an entrepreneurial culture that stresses continuous learning, foster programs to develop abilities, and promote incentives for the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as organizational learning and the capacity to innovate, are strategically justified, especially in turbulent environments. Originality/value—This study is one of the first to investigate the complex interactions among organizational learning, innovation, strategic fit, and performance. The research improves our understanding of the links between strategic fit and performance.
Purpose The purpose of this paper is to analyze the roles played by organizational learning (OL) ... more Purpose The purpose of this paper is to analyze the roles played by organizational learning (OL) and innovation in organizations immersed in the processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether OL and innovation act as sources of strategic fit, and whether strategic fit positively affects performance. Design/methodology/approach The authors use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42 percent) and structural equation modeling (using the EQS 6.1 program) to undertake a transversal study. Findings The model confirms that OL and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. The authors propose considering the innovation climate as a facilitator of new product and pro...
International Journal of Production Research, 2019
In recent years, numerous scandals concerning working conditions in Asia have threatened the repu... more In recent years, numerous scandals concerning working conditions in Asia have threatened the reputation of large companies like Wal-Mart and Inditex. Since such scandals call attention to activities harmful to sustainable development, it is very important to study the relationships between concerns for sustainable supply chain management (SSCM), sustainability, and organisations’ market value. The added value of our study is, first, to explore SSCM controversies as drivers of or pressures for adopting and applying sustainability practices; and, second, to contribute to the recent but growing literature that analyses the channels through which SSCM and sustainability practices influence the firm’s value. We introduce sustainability environmental, social, and governance (ESG) practices as a mediator between SSCM controversies and market value to examine whether SSCM controversies with firms’ stakeholders lead to improvements in the ESG dimensions of organisational sustainability. We also examine the relationships between the ESG dimensions and market value, measured as Tobin’s Q ratio. The results confirm both the positive relationships of SSCM controversies to the ESG dimensions two years later and a positive relationship of the dimension of governance to Tobin’s Q. We also confirm a negative and significant relationship of the social dimension to Tobin’s Q, and a non-significant relationship of the environmental dimension to Tobin’s Q.
Purpose—The main goal of this study is to analyze the role played by organizational learning and ... more Purpose—The main goal of this study is to analyze the role played by organizational learning and innovation in organizations immersed in processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether organizational learning and innovation act as sources of strategic fit, and whether strategic fit positively affects performance. Design/methodology/approach—We use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42%) and structural equation modelling (using the EQS 6.1 program) to implement a transversal study. Finding—The model confirms that organizational learning and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. We propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit. Practical implications—Managers should create and support an entrepreneurial culture that stresses continuous learning, foster programs to develop abilities, and promote incentives for the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as organizational learning and the capacity to innovate, are strategically justified, especially in turbulent environments. Originality/value—This study is one of the first to investigate the complex interactions among organizational learning, innovation, strategic fit, and performance. The research improves our understanding of the links between strategic fit and performance.
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Papers by Ignacio Tamayo
Design/methodology/approach—We use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42%) and structural equation modelling (using the EQS 6.1 program) to implement a transversal study.
Finding—The model confirms that organizational learning and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. We propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit.
Practical implications—Managers should create and support an entrepreneurial culture that stresses continuous learning, foster programs to develop abilities, and promote incentives for the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as organizational learning and the capacity to innovate, are strategically justified, especially in turbulent environments.
Originality/value—This study is one of the first to investigate the complex interactions among organizational learning, innovation, strategic fit, and performance. The research improves our understanding of the links between strategic fit and performance.
Design/methodology/approach—We use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42%) and structural equation modelling (using the EQS 6.1 program) to implement a transversal study.
Finding—The model confirms that organizational learning and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. We propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit.
Practical implications—Managers should create and support an entrepreneurial culture that stresses continuous learning, foster programs to develop abilities, and promote incentives for the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as organizational learning and the capacity to innovate, are strategically justified, especially in turbulent environments.
Originality/value—This study is one of the first to investigate the complex interactions among organizational learning, innovation, strategic fit, and performance. The research improves our understanding of the links between strategic fit and performance.