Linking Routines to Operations Capabilities: A New Perspective

By David Xiaosong Peng, R. G. Schroeder, Rachna Shah. 2008

591 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c5cd85e9724405977856f02ef57c44d4bc6188ad

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Citations in the corpus

Ambiguity and its coping mechanisms in supply chains lessons from the Covid-19 pandemic and natural disasters (2020, background): “…as performance ambiguity (Boloori et al. , 2020; Cachon and Lariveiere, 2016; Gray and Handley, 2015; Wacker et al. , 2016), information ambiguity (Peng et al. , 2008), causal ambiguity (Hunt and Davis, 2008; Lawson and Potter, 2012), extreme ambiguity (Silvestre et al. , 2015), role ambiguity…”
Customer orientation and innovation : a comparative study of manufacturing and service firms (2016, background): “Previous research has indicated that customer orientation may influence innovation performance indirectly rather than directly (Keskin, 2006), whereas operational processes and capability-building activities (Peng et al., 2008; Wu et al., 2010) may facilitate the”
Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “…literature and the role of operational capabilities for balancing trade-offs (Boyer and Lewis, 2002; Klassen and Menor, 2007), such as flexibility and efficiency (Sawhney, 2012), quality, delivery, flexibility, and costs (Kristal et al., 2010), or improvement and innovation (Peng et al., 2008).”
The effects of innovation–cost strategy, knowledge, and action in the supply chain on firm performance (2009, background): “, 2007), is strongly linked to knowledge (Levinthal and March, 1993; McGrath, 2001; Peng et al., 2008).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “The members of my TMT are diverse in terms of their professional experienceContinuous improvement capability (Peng et al., 2008): 1.”
Data-driven supply chains, manufacturing capability and customer satisfaction (2017, background): “Capabilities in turn are rooted in the dynamic interactions of multiple knowledge sources such that big data can facilitate manufacturing capabilities leveraged for competitive advantage; in this research customer satisfaction (Amit and Schoemaker 1993; Peng, Schroeder, and Shah 2008).”
The Influence Of Human Capital On The Innovativeness Of Firms (2010, background): “Peng et al. (2008) describe the innovation-knowledge linkage as “the essence of innovation has been characterized as pursuit of new knowledge for discovery”.”
Routines Revisited: Exploring the Capabilities and Practice Perspectives (2011, background): “Using a plant-level survey, Peng and colleagues (2008) proposed that each of these capabilities consisted of interrelated routines that were path dependent, tacit, and thus difficult to imitate.”
Perspectives on the productivity dilemma (2009, background): “When processes are stable and predictable, organizational activity validates existing knowledge, but provides no new information to enable knowledge creation (Peng et al., 2008).”
The impact of supply chain integration on company performance: an organizational capability perspective (2012, background): “individual units of competencies in relatively stable environments, dynamic capabilities refer to the ability to integrate, build, structure, and reconfigure internal and external competencies to meet the requirements of changing environments to generate multiple sustained competitive capabilities s”
The impacts of marketing and operations capabilities on financial performance in the UK retail sector: A resource-based perspective (2014, background): “Compared to resources, capabilities is embedded in the dynamic interaction of multiple knowledge sources and are more firm-specific and less transferable thus leading to competitive advantage (Peng et al., 2008).”
What drives financial performance–resource efficiency or resource slack?: Evidence from U.S. Based Manufacturing Firms from 1991 to 2006 (2011, background): “Further, researchers have argued that resource efficiency is often representative of valuable and rare firm capabilities formed as a result of complex path dependencies (Peng et al., 2008; Winter, 1994), and thus enable competitive advantage for firms (Teece et al., 1997).”