Antonio J. Verdú-Jover

Antecedents and consequences of organizational innovation and organizational learning in entrepreneurship

Purpose – To analyze a series of strategic capabilities/factors that affects organizational innovation (OI) and organizational learning (OL) (personal mastery, transformational leadership, shared vision, proactivity and environment) and demonstrate that OL and innovation are positively related to organizational performance.Design/methodology/approach – Based on prior research, the paper develops a number of testable hypotheses. It examines how personal mastery, transformational leadership, shared vision, proactivity and environment influence improvements in performance. The paper uses inter‐factor correlations matrix and multiple regressions analyses and empirically tests these hypotheses using a sample of 408 Spanish organizations.Findings – Considers OI and OL jointly to promote organizational entrepreneurship and to increase competitive advantages. Empirically reflects the need to strengthen different strategic capabilities to achieve an adequate level of both organizational issues and thus improve per...

Environment-Flexibility Coalignment and Performance: An Analysis in Large Versus Small Firms

This paper takes a wide‐ranging transnational look, within the frame of he European Union, at the differences between large and small firms based on practices of flexibility. More specifically, the research aims to evaluate whether small firms form a homogeneous body in applying flexible practices as opposed to large firms, as well as observing the differential effects on performance when there are discrepancies in the coalignment levels between a firm’s actual flexibility and that required by the environment. The hypotheses are tested using data from 417 European firms. The results reveal that (1) good coalignments between actual and required flexibility (flexibility fit) have a greater influence on business performance in the case of small firms; (2) there are significant differences between small and large firms as regards operative flexibility, strategic flexibility, financial flexibility (organizational slack), and performance. The large firms analyzed coalign their flexibility fit better in their various dimensions (structural, operative, and strategic); (3) the degree of metaflexibility can be greater among small firms, which represents a greater information processing capacity, thus enabling the flexibility fit to be constantly coaligned to changes in the environment. However, a greater metaflexibility is not immediately reflected in the flexibility fit; and (4) this greater flexibility fit among large firms can be favored by their greater financial flexibility.

The concept of fit in services flexibility research: an empirical approach

The research attempts to evaluate whether services firms form a homogeneous body when applying managerial flexibility as compared to manufacturing firms. The paper examines the differential effects that exist regarding performance when faced with divergences in the levels of fit between the firms real flexibility and that required by the environment on a strategic, structural and operational level. The hypotheses are tested using data from 417 European firms. The results show that a good fit between real and required operational flexibility has a more positive influence on business performance in service firms than in the manufacturing sector. Service firms, in the day‐to‐day context should have the capacity to change rapidly when successful operational practices in their adjacent environment change.

TQM, structural and strategic flexibility and performance: an empirical research study

Abstract Hypercompetitiveness, which certain sectors are sometimes subjected to, demands increasingly more flexible structures and strategies in companies. Some authors have suggested that there is a parallelism between TQM companies and those who are committed to flexibility, while others question whether there are two alternatives for business management. For this research, which is centred on three hypercompetitive sectors (automobiles, telecommunications and chemicals) at a European level, we have been able to verify that companies with TQM achieve greater flexibility and greater adjustment to the requirements of the environment (in their strategies, administration of structure). However, this fact does not lead them to greater performance, in contrast to what happens to companies that do not implement quality management programs. We point out some of the possible causes that can give rise to this apparent paradox.

Exploring managerial flexibility: determinants and performance implications

Purpose – This paper aims to propose a model to assess managerial flexibility and its determinants.Design/methodology/approach – The authors perform a literature review to identify the main dimensions of managerial flexibility. Flexibility as a firm capability to co‐align the firm and the business environment permanently is deeply related to the notion of fit. The proposed model integrates different approaches to fit. Based on an empirical, transnational study, the research proposes a model for managerial flexibility.Findings – Three types of flexibility are measured: managerial flexibility, financial flexibility and metaflexibility. Financial flexibility and metaflexibility determine the degree of managerial flexibility, which in turn has positive implications for performance.Research limitations/implications – The variables included in the model are not exhaustive. The concept of fit implies a static perspective of flexibility.Practical implications – The results are useful both for researchers and for ...

Organisational learning categories: their influence on organisational performance

We propose that conscious organisational learning, level II/III learning and learning from internal and negative experience produce greater organisational performance than unconscious organisational learning, level I learning and learning from external and positive experience. We also propose that level I learning is sufficient in a well-understood environment, while level II/III is better for an ambiguous environment and that vicarious learning produces better organisational performance than congenital learning.

Flexibility and quality management in manufacturing: an alternative approach

The purpose of this current research is to investigate the impact that implementing quality improvement (QI) processes has on manufacturing flexibility. First, we analyse whether firms that introduce QI processes better adapt their manufacturing flexibility level to the requirements of the environment. Second, we look at whether there are significant differences in this fit in terms of the manufacturing flexibility dimensions between firms that implement QI processes and those that do not. Third, we concentrate on finding out how QI processes intervene as a mediating mechanism in the relationship between manufacturing flexibility fit and performance. In order to do this, we have made a wide-ranging, transnational study within the framework of the European Union, using data from 417 European firms. The results reveal that firms with QI programs achieve higher levels of manufacturing flexibility, though with a worse fit to the requirements of the environment. This is due, not to a lack of flexibility but, rather, to an excess of it, which is not reflected in better performance.

The influence of CEO perceptions on the level of organizational learning: Single-loop and double-loop learning

Purpose - The purpose of this paper is to take an in-depth look at the differences in learning based on the nature of the process, analysing the influence of CEO perceptions of personal mastery, shared vision, environment and strategic proactivity on the learning level. Design/methodology/approach - This investigation drew up a structured questionnaire to better understand how CEOs face learning issues. A series of Findings - This investigation shows the influence of CEO perceptions of several strategic factors and capabilities (personal mastery, shared vision, environment and strategic proactivity) in single- and double-loop learning and the influence of this learning level on organizational innovation and performance. It adds theoretical and empirical arguments to the two main learning levels in the literature. Originality/value - The research provides empirical evidence that: personal mastery and a stable environment have a positive and significant impact on the generation of single-loop learning; personal mastery, shared vision, ambiguous environment and strategic proactivity have a positive and significant influence on the generation of double-loop learning; and both learning levels affect the generation of greater organizational innovation and performance.

The influence on personal mastery, organisational learning and performance of the level of innovation: adaptive organisation versus innovator organisation

This paper analyses the differences between innovator and adaptive organisations based on the capabilities of personal mastery, organisational learning and capacity to innovate and on organisational performance and job satisfaction. The hypotheses are tested using data from 402 Spanish firms. The results show that: personal mastery, organisational learning, capacity to innovate and organisational performance are highly inter-linked in both innovator and adaptive organisations; innovator organisations encourage more personal mastery, organisational learning, capacity to innovate and organisational performance than adaptive organisations; personal mastery, organisational learning and capacity to innovate better explain the organisational performance and job satisfaction in innovator organisations than in adaptive organisations.

Strategic Flexibility in e-Business Adapters and e-Business Start-ups

The proliferation of the Internet in today’s society, combined with the need for greater strategic flexibility in organizations, has meant that most firms adopt e-business processes as a tool for creating competitive advantage. However, many established firms encounter difficulties in achieving the expected results. At the same time, it has been observed that numerous e-business start-ups have a special capacity for growing and for achieving a high level of competitiveness. In this article, we propose that the structures of learning that ground each type of firm have implications for strategic flexibility. Systems of management based on e-business generate greater strategic flexibility in organizations, but this influence is simpler, less costly, and more effective in its impact on performance in firms that come into being around e-business (e-business start-ups) than in firms that attempt to adopt and integrate e-business into their existing business models. Implications for management are also discussed.