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Process capability indices as an important kind of indices are intended to provide single‐number assessments of the inherent process capability to meet specification limits on quality characteristic(s) of interest. In this paper the condition for the application of process capability indices is analyzed. On the basis of process capability indices, dynamic process capability indices as a new kind of indices to show the current process capability are discussed and the condition for the application of dynamic process capability indices is exhibited. Comparison between process capability index and dynamic process capability index and comparison between D_p and D_pk are made and the conclusions provide the approach for process control. According to the requirement of process capability indices provided by customer, quality control based on process capability indices dynamic process capability indices is ciscussed.

Regardless of its relevance for economic development, the influence of strategic orientation by innovation orientation, and strategic marketing by marketing capability on firm performance, this interesting study focused on firms with strategic industries (defense and security) in Indonesia. It approached the gap in three ways. Initially, the examination was conducted on the role of innovation orientation, marketing capability, the interaction of innovation orientation and marketing capability on firm performance. The next step was considering the contribution of state-owned enterprise (SOE) and non-SOE. Finally, this relationship was studied in strategic industries of firms in Indonesia. The firm performance in this study, which we chose, was operational performance. The proposed conceptual model would be tested by distributing questionnaires to 41 firms in Indonesia. This study gave insight into the matters, which should be the companies’ focus, to improve their operations’ performance. By using PLS-based structural equation modeling (SEM) analysis, the results of the relationship between innovation orientation, marketing capability, and the interaction between innovation orientation and marketing capability on operational performance were identified. The findings could be clarified via the variations in the characteristics of enterprises (SOE and non-SOE). Moreover, there were clear variations in the findings, which were recognized among the firms’ relatively different characteristics. The main finding was a challenge to generalize the relationship from strategic orientation and strategic marketing to performance. The results of firm characteristics also had considerable managerial relevance. The authors recommend strategic industries (defense and security) in Indonesia in achieving operational performance excellence. Management’s importance is paying attention to the relationship between innovation orientation, marketing capability, and dynamic capability in running a company organization.

The vulnerability of capabilities – their susceptibility to depreciation of their strategic value – results from an unbalance between exploitation and exploration within a capability as well as between different levels of capabilities. This vulnerability is examined under the lens of bounded awareness in which the issues of timing, success, and beliefs affect the bias in the deployment of capabilities. Different levels of capabilities are prone to become vulnerable because of internal and external forces. Interfirm knowledge transfer is suggested as a way to reduce the vulnerability of capabilities.

This paper explains how a variety of business units within a listed corporation have tried to define their strategic capabilities, as part of a process of developing independent business strategies within the corporation's corporate strategy. This paper describes the processes by which strategic capabilities were identified in each unit, the differences and similarities between the capabilities identified at the business unit level, and their consistency (or otherwise) with an overall corporate strategic positioning.

This paper is based on the author's consulting experience with both the parent corporation and its individual business units over a period of 15 years, and most recently on an intensive relationship with one division of the corporation and its 13 business units began three years ago. An objective of these relationships has been clarifying each business unit's strategy and any basis for sustainable competitive advantage of its strategic capabilities. What emerged from this process is a set of definitions of business unit strategic capabilities which are both similar to, but in some cases different from, the corporate parent's perceptions of the strategic capabilities of its business units.

This paper describes the process by which a first representation of “strategic capabilities” emerged in each business unit. For each unit, the agreed descriptions of strategic capabilities helped guide strategic decision making and implementation and assisted each unit in clarifying its strategic positioning in its markets. However, considerable differences remain in the articulation of each unit's capabilities and in what capabilities are considered to exist in the business units.

This paper is designed to give practitioners and academics a case study through which to consider practicalities involved in articulating and operationalizing strategic capabilities in general and in defining corporate strategies in particular.

The rapid advancement of digital transformation requires a shift in firms’ focus from past met needs to both latent future and unmet past needs. However, how boundary-spanning search with future orientation and past orientation affects breakthrough innovation remains unclear. This study thus aims to investigate the relationship between boundary-spanning search and breakthrough innovation from the perspective of search orientation.

In terms of search orientation, this study divides boundary-spanning search into forward-looking search and backward-looking search. Drawing on resource-based view, this study develops a theoretical model in which big data analytics capability moderates the effects of forward-looking and backward-looking searches on breakthrough innovation. Empirical analyses were conducted on data from China’s advanced manufacturing firms. Research model and hypotheses were tested through multiple regression.

The results confirm that forward-looking search has a positive effect on breakthrough innovation, and big data analytics capability strengthens this positive effect. Furthermore, backward-looking search has an inverted U-shaped effect on breakthrough innovation. Interestingly, as big data analytics capability increases, this inverted U-shaped curve flattens and becomes almost linear.

This study uncovers the different effects of boundary-spanning search with different orientations on breakthrough innovation and extends the research on the relationship between boundary-spanning search and breakthrough innovation by incorporating search orientation. Furthermore, by demonstrating the moderating role of big data analytics capability, this study provides a crucial condition under which boundary-spanning search can enhance breakthrough innovation.

Scholars increasingly focus on digital transformation as a key strategy for incumbent firms to gain competitive advantages. Meeting digital transformation commitments presents challenges, requiring the application and the reconfiguration of dynamic capabilities. To address this need, this research proposes a framework of dynamic capabilities and its microfoundations to assess the opportunities and challenges regarding digital transformation, involving three dimensions: Digital sensing, digital seizing, and digital reconfiguring.

This study employed a descriptive qualitative empirical approach, encompassing a sample of eight companies. Data triangulation was achieved through a combination of in-depth semi-structured interviews and secondary data.

The research provides evidence that data-driven culture fosters digital transformation and proposes the following new microfoundations: “Analytics for the customer experience journey” and “Digital analytics innovation management”, the internal barriers “Leadership without digital skills” and “Lack of strategic human resources management for digital transformation”, and the internal enablers “Defined strategy for digital transformation” and “Data-driven culture”. Finally, based on empirical results, it was possible to gather clues that link dynamic capabilities with digital maturity.

The application of the proposed framework in companies enables them to develop a roadmap for the digital transition oriented towards their business and management strategies.

This paper contributes to the literature on dynamic capabilities for digital transformation by proposing new theoretical constructs that unearth their microfoundations, barriers, and enablers.

This study explores how excellence models can leverage digital transformation on the path to sustainable development in organisations.

A survey was used to study the different facets of digital capabilities and their impact on sustainable development success of organisations holding an external recognition from the European Foundation for Quality Management (EFQM). Partial Least Squares structural equation modelling (PLS-SEM) combined with Necessary Condition Analysis (NCA) were used to analyse data.

Internalising excellence practices is decisive in mediating effective digital capabilities to achieve sustainable development. To achieve high levels of sustainable development success, organisations must achieve high levels of excellence practices internalisation, which are much more important than the excellence model external recognition.

This study addresses essential issues with theoretical and practical value but is limited to a sample of organisations with EFQM recognition in two countries. Future studies should address different organisations and cultural environments.

The findings are relevant for organisations facing digital transformation and sustainable development challenges. They are essential for managers leveraging digital capabilities to capitalise on practices and processes and achieve Sustainable Development Goals. Organisations can benefit from a multidimensional approach to digital capabilities when struggling against external challenges.

This study closes a research gap regarding the impact of digital capabilities on sustainable development success. It is the first empirical study to combine sufficiency and necessity conditions analyses to explore the mediating role of excellence practices internalisation and one of the first to address digital capabilities from a multidimensional perspective.

Based on Resource Conservation (COR) theory, this study explores the antecedent of team change capability, which consists of the dimensions of learning, process and context and examines how, under the empowering leadership (EL) of middle managers, team change capability (TCC) may be built through team psychological capital (TPSyCap).

The study was conducted with 853 respondents and 55 teams from 11 leading autonomous higher education institutions (AHEIs) in Indonesia.

The results show that EL is positively related to TPsyCap, which mediates the relationship between EL and TCC, particularly for TCC learning capability. However, TPsyCap does not mediate the effect of EL on TCC process capability and TCC- context capability.

This study enriches existing leadership literature, which is considered relevant in building organizational change capabilities, particularly on a team level. Furthermore, the findings reveal TPsyCap is an important intervention mechanism in catalyzing the relationship between EL and TCC.

This paper aims to explore how social procurement (SP)-related capabilities might be developed within public authorities.

The paper utilizes qualitative research, based upon an inductive research design. This leads to a model to inform future research and practice.

Within the context of a “disconnected and nascent institutional field of practice” (Loosemore et al., 2023), the research generated rich data illustrating how certain English public authorities have developed relatively mature SP capabilities and applied them within the procurement process. The former included the appointment of “champions”; the founding of groups/units; training using webinars, online resources and case studies; “toolkits”, including policy documents, process guidance and measurement tools and networking. The latter included consultation with social value recipients and close engagement with both internal stakeholders and suppliers. The research also revealed the internal political skills of “champions”, as SP challenges incumbent logics regarding procurement objectives and practices.

First, the paper provides a potential roadmap for organisational capability development. Second, the research makes clear that public authorities should not seek to reinvent the capability wheel. Engagement with peers, advisory bodies, established “toolkits”, etc. is imperative, with much expertise publicly available. Third, it also suggests that smaller public authorities might seek to act as part of a consortium rather than go it alone, given the investment required for effective SP. Fourth, the research showed that practitioners need to understand SP as not simply a development challenge but also a political one.

The paper contributes to the literature by analysing SP from the largely overlooked resource-based perspective, by providing rich data on buy-side practice, by usefully adding to the literature's emerging “practice theme” and by offering guidance to buy-side managers within public authorities.

With the widespread penetration of digital technologies, disruptive innovation is not developed by a single firm but is increasingly achieved by an ecosystem. However, limited research has examined the mechanisms involved in achieving disruptive innovation in the context of digitalization and ecosystems. To address this gap, we explore the impact of three dimensions of specialized complementary assets (SCAs) within the innovation ecosystem, human capital SCA (HCSCA), production SCA (PSCA) and marketing SCA (MSCA), on disruptive innovation in core firms through the mediation of digital capability, comprising digital operation capability (DOC) and digital resource collaborative capability (DRCC). Furthermore, innovation ecosystem embeddedness is examined as a moderator between digital capability and disruptive innovation.

Survey data were collected from 234 core firms in China’s high-tech industry. Hierarchical regression, AMOS, and PROCESS tools were used to examine the data.

The results reveal the following: (1) HCSCA and PSCA positively affect disruptive innovation, while MSCA is negatively correlated with disruptive innovation. (2) Digital capability mediates the relationship between HCSCA and disruptive innovation, as well as PSCA and disruptive innovation. However, it suppresses the negative impact of MSCA on disruptive innovation. (3) Innovation ecosystem embeddedness strengthens the influence of DOC on disruptive innovation, but weakens the influence of DRCC on disruptive innovation.

The findings advance the knowledge of disruptive innovation, SCAs within the innovation ecosystem, digital capability and innovation ecosystem embeddedness. They also provide practical insights into the effective implementation of disruptive innovation.