... people. artificial intelligence organizational capabilities AI competencies healthcare management algorithms AI implementation IBM Watson Health The previous section described useful frameworks and resources for AI implementation. These frameworks have been complemented by numerous perspectives...

.... This chapter discusses the cognitive infrastructure of an organization that underpins the development and leveraging of organizational capabilities in dynamic markets. An ‘information lens’ is employed to develop a cognitive congruence framework for looking at issues of organizational learning, knowledge...

... Schäfer Bela Slepian Joseph English Electric system development absorptive capacity individual capabilities organizational capabilities complex products electrical power systems This chapter discusses the role of systems integration in a large technical system—the electrical power system...

... the relationships between the complexities of the contemporary local government organization, particularly in bigger cities and their equally complex local environment. The article also argues that collaborative forms of urban governance can be considered as a strategy of purchasing organizational capabilities...

... of a distinct category of “dynamic” capabilities whose explicit role is to effect change, but also from the flexibility of “ordinary” capabilities and from system-wide changes in the overall capability architecture. This integrated approach to organizational capabilities has the potential to overcome...

... this perspective, HC is more than simply the aggregation of individuals' skills and knowledge. It must also take account of the complementarities among individuals' abilities that allow individuals to perform beyond their perceived limits and permit human skills to be integrated into organizational capabilities...

... such competitive advantage also changes and organizations cannot merely rely on traditional procedures. This chapter introduces how “organizational capabilities”—the ways in which organizations structure and motivate—has proved to be one of the most fundamental sources of competitive advantage. Managers have...

... opportunism‐based theory of the firm organizational capabilities resource‐based theory of the firm tacit knowledge theory of the firm tit for tat strategies management authority organizational learning competence rank rule Japan job territory rule problem‐solving activities qualification rule...

... governance personal capitalism transaction cost economics economies of scale economies of scope learning organizational capabilities organizational learning dynamic capabilities learned organizational capabilities strategic fit routines supplier capabilities economies of speed modular...

... authority over economic activity within and between national economies seem likely to continue to vary considerably. Additionally, the more that MNCs seek to improve their organizational capabilities and competitive competences through accessing knowledge, skills and collective competition goods in foreign...

... that the last remaining source of truly sustainable competitive advantage lies in “organizational capabilities”: the unique ways each organization structures its work and motivates its people to achieve clearly articulated strategic objectives. The book argues that managers must understand the concepts...

... which knowledge can be transformed into organizational capabilities and competences. Drawing on the latest research by a number of noted management scholars, this book presents new insights into various kinds of knowledge that are of value to organizations, organizational interactions that can create...

...In this book, the editors and a team of distinguished international contributors analyse the nature of organizational capabilities, studying how organizations do things, use their knowledge base, and diffuse that knowledge in competitive environment. Offering both theoretical analysis and detailed...

..., products and processes Table 6.2. Organizational careers and organizational capabilities Characteristics Types of Organizational Careers Professional Team Careers Managerial Careers Functionally Specialized Careers Organizational Generalist Careers Organizational...

... that describes organizational capabilities — in the sense of building them — as a product of, and an enactment through, managerial action. It address the various ways in which this kind of research has been conducted, including a discussion of the various methodologies and underlying theories...

... important empirical phenomena. INTRODUCTION 7 First, idiosyncratic and persistently different organizational capabilities are natural candidates to explain the observed persistent asymmetries in performances across firms, also within the same line of activities, even when facing the same environmental...

... among dynamic managerial capabilities, creativity, and innovation in firms. competence dynamic capabilities dynamic managerial capabilities managers creativity customer service innovation organizational capabilities processes stationary processes usefulness zero level capabilities AMD asset...

... ticket ino capabilities organization capabilities Twain Mark ino innovation value accumulated knowledge organizational capabilities experience curve effects capital allocation unique capabilities that can provide a competitive advantage and a propensity for reproductive success...

... organizational capabilities strategic change strategic commitments technological change technological innovations technological progress value network Innovations based on radically new technologies are believed to create advantages for entrants over incumbents in the relevant markets. Under what...

...The chapter provides a theoretical framework for the analysis of organizational capabilities, underlining complementarity and interdependence among organizational routines and assets. A crucial consequence concerns what one could call the ‘competitiveness diagnostics’ of corporate performances...