||Firm Capabilities and Competitive Behaviors: An Integrated Consideration of the Resource-Based View and the Competitive Dynamics Perspective
||Institute of International Management (IIMBA--Master)(on the job class)
Top management team (TMT)
This study applies the resource-based view and the competitive dynamics perspective to explore the relationships between organizational slack, human capital, action aggressiveness, and firm performance. The moderating role of environmental dynamism is examined as well. By collecting data from CEOs and top executive members in 124 firms in Taiwan, analytical results show that human capital exert a positive effect on firm action aggressiveness, which in turn advances firm performance. Organizational slack also has a direct effect of firm performance. Nonetheless, the moderating role of environmental dynamism is not supported. The study contributes to both competitive dynamics and resource-based theories by identifying key capabilities that a firm should develop to enact competitive advantage in dynamic environments.
TABLE OF CONTENTS
TABLE OF CONTENTS V
LIST OF TABLES IX
LIST OF FIGURES X
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2 Research Objective and Contribution. 2
1.3 Research Procedure. 3
CHAPTER TWO LITERATURE REVIEW 5
2.1 Theory Background. 5
2.1.1 Competitive Dynamics Perspective. 5
2.1.2 Resource-Based View. 7
2.2 Definition of Relevant Research Variables. 8
2.2.1 Organizational Slack. 8
2.2.2 Human Capital. 9
2.2.3 Action Aggressive. 10
2.2.4 Firm Performance. 11
2.2.5 Environmental Dynamism. 11
2.3 Development of Hypothesis. 12
2.3.1 Interrelationship between Organizational Slack and Action Aggressiveness. 12
2.3.2 Interrelationship between Human Capital and Action Aggressiveness. 12
2.3.3 Interrelationship between Action Aggressiveness and Firm Performance. 13
2.3.4 Interrelationship between Action Aggressiveness and Organizational Slack and Firm Performance. 13
2.3.5 Interrelationship between Action Aggressiveness and Human Capital and Firm Performance. 14
2.3.6 Interrelationship between Environmental Dynamism and Action Aggressiveness and Firm Performance. 14
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 16
3.1 Conceptual Model. 16
3.2 Definition of Variables. 16
3.3 Summary of Hypotheses. 17
3.4 Sampling Plan. 18
3.5 Question Design and Construct Measurement. 19
3.5.1 Organizational Slack. 19
3.5.2 Human Capital. 19
3.5.3 Action Aggressiveness. 20
3.5.4 Environmental Dynamism. 21
3.5.5 Firm Performance. 21
3.6 Control Variables. 22
3.6.1 Firm Level. 22
3.6.2 TMT Tenure and TMT Size. 22
3.7 Methods of Analysis. 23
3.7.1 Descriptive Statistic. 23
3.7.2 Confirmatory Factor Analysis (CFA). 23
3.7.3 Common Method Variance of Common Method Bias (CMV). 23
3.7.4 Reliability and Validity. 24
3.7.5 Pearson Correlation. 24
3.7.6 Hierarchical Regression. 24
CHAPTER FOUR RESEARCH RESULTS 26
4.1 Descriptive Statistic. 26
4.1.1 Characteristics of Research Respondent. 26
4.1.2 Characteristics of Firm. 28
4.2 Confirmatory Factor Analysis (CFA). 30
4.2.1 Organizational Slack. 30
4.2.2 Human Capital. 31
4.2.3 Action Aggressiveness. 32
4.2.4 Firm Performance. 33
4.2.5 Environmental Dynamism. 34
4.3 Full Measurement Model. 35
4.4 CMV. 37
4.5 Reliability and Validity. 38
4.6 Pearson Correlation. 39
4.7 Hierarchical Regression. 41
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 45
5.1 Discussions and Conclusion. 45
5.1.1 Theoretical Implications. 45
5.1.2 Managerial Implications. 47
5.2 Limitation and Suggestion. 48
5.2.1 Research Limitations. 48
5.2.2 Suggestion for Future Research. 49
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