Abstract: Existing turnover intention theories are reviewed in this paper. This review was conducted with the help of the search keyword “turnover intention theories” in Google Scholar during the month of July 2017. These theories include: The Theory of Organizational Equilibrium (TOE), Social Exchange Theory, Job Embeddedness Theory, Herzberg’s Two-Factor Theory, the Resource-Based View, Equity Theory, Human Capital Theory, and the Expectancy Theory. One of the limitations of this review paper is that data were only collected from Google Scholar where many papers were sometimes not freely accessible. However, this paper attempts to contribute to the research in clarifying the distinction between theories and models in the context of turnover intention.
Abstract: In recent times the resource-based view (RBV) of strategic management has recorded a sizeable attention yet there has not been a considerable scholarly and managerial discourse, debate and attention. As a result, this paper gives special bit of critical reasoning as well as top-notch analyses and relationship between RBV and organizational innovation. The study examines those salient aspects of RBV that basically have the will power in ensuring the organization's capacity to go for innovative capability. In achieving such fit and standpoint, the paper joins other relevant academic discourse and empirical evidence. To this end, a reasonable amount of contributions in setting the ground running for future empirical researches would have been provided. More so, the study is guided and built on the following strength and significance: Firstly, RBV sees resources as heterogeneity which forms a strong point of strength and allows organisations to gain competitive advantage. In order words, competitive advantage can be achieved or delivered to the organization when resources are distinctively utilized in a valuable manner more than the envisaged competitors of the organization. Secondly, RBV is significantly influential in determining the real resources that are available in the organization with a view to locate capabilities within in order to attract more profitability into the organization when applied. Thus, there will be more sustainable growth and success in the ever competitive and emerging market. Thus, to have succinct description of the basic methodologies, the study adopts both qualitative as well as quantitative approach with a view to have a broad samples of opinion in establishing and identifying key and strategic organizational resources to enable managers of resources to gain a competitive advantage as well as generating a sustainable increase and growth in profit. Furthermore, a comparative approach and analysis was used to examine the performance of RBV within the organization. Thus, the following are some of the findings of the study: it is clear that there is a nexus between RBV and growth of competitively viable organizations. More so, in most parts, organizations have heterogeneous resources domiciled in their organizations but not all organizations as it was specifically and intelligently adopting the tenets of RBV to strengthen heterogeneity of resources which allows organisations to gain competitive advantage. Other findings of this study reveal that of managerial perception of RBV with respect to application and transformation of resources to achieve a profitable end. It is against this backdrop, the importance of RBV cannot be overemphasized; the study is strongly convinced and think that RBV view is one focal and distinct approach that is focused on internal to outside strategy which engenders sourcing or generating resources internally as well as having the quest to apply such internally sourced resources diligently to increase or gain competitive advantage.
Abstract: This study develops a relation to explore the factors influencing management and technology capabilities in strategic alliances. Alliances between firms are recognizing increasingly popular as a vehicle to create and extract greater value from the market. Firm’s alliance can be described as the collaborative problem solving process to solve problems jointly. This study starts from research questions what factors of firm’s management and technology characteristics affect performance of firms which are formed alliances. In this study, we investigated the effect of strategic alliances on company performance. That is, we try to identify whether firms made an alliance with other organizations are differed by characteristics of management and technology. And we test that alliance type and alliance experiences moderate the relationship between firm’s capabilities and its performance. We employ problem-solving perspective and resource-based view perspective to shed light on this research questions. The empirical work is based on the Survey of Business Activities conducted from2006 to 2008 by Statistics Korea. We verify correlations between to point out that these results contribute new empirical evidence on the effect of strategic alliances on company performance.
Abstract: The resource-based view of the firm regards
knowledge as one of the most important organizational assets and a
key strategic resource that contributes unique value to organizations.
The acquisition, absorption and internalization of external
knowledge are central to an organization-s innovative capabilities.
This ability to evaluate, acquire and integrate new knowledge from
its environment is referred to as a firm-s absorptive capacity (AC).
This research in progress paper explores the link between interorganizational
Social Networks (SNs) and a firm-s Absorptive
Capacity (AC). Based on an in-depth literature survey of both
concepts, four propositions are proposed that explain the link
between AC and SNs. These propositions suggest that SNs are key
to a firm-s AC. A qualitative research method is proposed to test the
set of propositions in the next stage of this research.
Abstract: This study adopts a qualitative approach, which
engages in the dialectical discussion on two levels of dyad opposite
views. The first level of the dyad opposite views is the Western
strategic perspective and the Eastern Tai-Chi thinking. The second
level of the dyad opposite views is resource-based view and resource
dependence theory. This study concludes the resource-oriented actions
for competitive advantage as the metaphor of Tai-Chi consisted of yin
and yang. This study argues that the focal firm should adopt bridging
strategy during the core competence development period because its
core competence development is likely to meet its competitor’s needs
of exploring strategy during the competitor’s external resource
development stage. In addition, the focal firm should adopt buffering
strategy during the external resource development period to prevent its
competitor’s the exploiting strategy from attack during the
competitor’s core competence development stage. Consequently, this
study takes a significant first step toward a novel contextualize
understanding of resource development based on strategic perspective
and Tai-Chi thinking providing more fully sustainable strategy for
competitive advantage.
Abstract: Very few studies have examined performance
implications of strategic alliance announcements in the information
technologies industry from a resource-based view. Furthermore, none
of these studies have investigated resource congruence and alliance
motive as potential sources of abnormal firm performance. This paper
extends upon current resource-based literature to discover and explore
linkages between these concepts and the practical performance of
strategic alliances. This study finds that strategic alliance
announcements have provided overall abnormal positive returns, and
that marketing alliances with marketing resource incongruence have
also contributed to significant firm performance.