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[5] Deyo, Frederic C and Ağartan, Kaan (2007) “Reforming East Asian Labor Systems: China, Korea and Thailand.” In Ayşe Buğra and Kaan Ağartan, eds., Reading Karl Polanyi for the Twenty-First Century: Market Economy as a Political Project, Palgrave Macmillan, New York, pp. 191-219. [6] Edelman, Marc (2005) “Bringing the Moral Economy Back in…to the Study of 21st-Century Transnational Peasant Movements.” American Anthropologist, 107(3): 331-345. [7] Evans, Peter (2008) “Is an Alternative to Globalization Possible?” Politics and Society, 36(2): 271-305. [8] Ge, Y. (2007). What Do Unions Do in China? : SSRN Working Paper. [9] Huang, X., and Ji, L. (2006, May 11st) Report on Trade Unions in Foreign-invested Companies (Waiqi Gonghui Shengcun Diaocha), Southern Weekly (Nanfang Zhoumo), May 11st, 2006. [10] Ma, H., Wu, D. (2008) Guangzhou Trade Union Organizers Officially Appear Today (Guangzhou Gonghui Zuzhiyuan Jinzao Liangxiang) Yangcheng Evening News (Yangcheng Wanbao), August 6th, 2008. [11] Munch, Ronaldo (2002) “Globalization and Democracy: A New “Great Transformation”?” Annals of the American Academy of Political and Social Science, 581(May): 10-21. [12] Nee, Victor (1992) “Organizational Dynamics of Market Transition: Hybrid Forms, Property Rights and Mixed Economy in China.” Administrative Science Quarterly, 37: 1-27. [13] Nee, Victor (1996) “The Emergence of a Market Society: Changing Mechanisms of Stratification in China.” American Journal of Sociology, 101(4): 908-949. [14] Ngok, K.L. (2007) Chinese Labor Policy: A Market and Globalization Perspective, Beijing: Social Sciences Academic Press. [15] Polanyi, K (1944[1957]) The Great Transformation: The Political and Economic Origins of Our Time, Beacon Press: Boston. [16] Sang, W. (2007) Guangzhou: 100 Union Organizer Entering the Firms (Guangzhou: Baiming Gonghui Zuzhiyuan Jin Qiye) Retrieved 18th Oct, 2008, from http://www.acftu.net/template/10004/file.jsp?cid=731&aid=78071 [17] Shen, J. (2007). Labour disputes and their resolution in China. Oxford: Chandos. [18] Standing, Guy (2007) “Labor Recommodification in the Global Transformation.” In Ayşe Buğra and Kaan Ağartan, eds., Reading Karl Polanyi for the Twenty-First century: Market Economy as a Political Project, Palgrave Macmillan, New York, pp. 67-94. [19] Taylor, B., and Li, Q. (2005). Review on ACFTU’s Union Organizing Practice. Paper presented at the Globalization and Labour Turnover in India and China, Monash University, Australia. [20] Taylor, B. (2008). Does China Have a Labour Movement? Prospects for Industrial Relations Reform in China. Montreal: CRIMT. [21] Taylor, B., and Li, Q. (2007). Is the ACFTU a Union and Does it matter? Journal of Industrial Relations, 49(5), 701-715. [22] Unger, J., and Chan, A. (1995). China, Corporatism and the East Asian Model. Australian Journal of Chinese Affairs, 33, 29-53. [23] Wang, W. (2007) Union Organizer System Initiated in Our Province (Wosheng Zai Quanguo Shouchuang Gonghui Zuzhiyuan Zhidu), Hebei Daily (Hebei Ribao), June 20th, 2007. 140
Developing Dynamic Capability through Partnership: The Role of Capabilities Wei Jiang 1 * , Felix Mavondo 1 * Presenter 1. Department of Marketing, Monash University, Clayton Compus, Wellington Rd, Clayton 3800, Australia Partnerships have been adopted by most organizations as a major source of competitive advantage and to manage technological turbulence and dynamic market environments. The paper aims to investigate some key organizational capabilities in partnerships that were proposed to contribute to the improvement of the organization’s agility—a dynamic capability for managing capricious environments. The role of trust between partnering organizations as a moderating variable is examined. A samples (n=300) from Chinese managers in manufacturing industries was used for this study. The results indicate that trust is an important moderator of the relationship between market orientation and learning orientation and organisational agility. 1. Introduction The business environment has been described in the literature as hyper turbulent, unpredictable, hypercompetitive [39] [42] [45]. Environmental changes force acquired skills and capabilities to become obsolete or create new opportunities, both of which may require firms to build new capabilities [3]. Failure or slowness of building new capabilities endangers firm’s prosperity or even survival. Such environments, thus, have been recognized as the cause of most organizations’ failures [38]. Dynamic capability theory contends that dynamic capabilities underlie the source of sustainable competitive advantage in such market environments; they are the important mechanisms for reconfiguring, recombining and deleting ordinary organizational resources to achieve a fit with the environment and strategic imperatives [43] [50] [28]. Despite its importance to firm development and the scholarly attention devoted to it, dynamic capability remains underspecified [3], and empirical work is still in its infancy [36] [55]. It has been generally acknowledged in the literature that firms can develop dynamic capabilities through long-term partnerships [53], but ‘the how question’ has not been systematically conceptualized or empirically grounded. To address this gap, this research seeks to examine the implications of organizational capabilities for the development of dynamic capabilities and to identify any boundary limiting conditions. Since trust is an important relational variable this is conceptualized as a possible boundary condition—a moderator of the various relationships. The paper is organized as follows: first, the conceptual framework is presented. Second, relevant literatures and propositions are presented, followed by a discussion of methodological issues. Finally, the results and discussion are presented with limitations of the study and its potential implications for managers and academics. 2. Literature review 2.1. Dynamic capability Dynamic capability theory provides a compelling explanation for the ability of some companies to continuously create, define, discover and exploit entrepreneurial opportunities [55]. It proposes that possessing strategic resources and capabilities is not a sufficient condition to generate rents, but that the dynamic capabilities which grow and evolve in response to the external environment are the real source of rent generation [44]. Capabilities are the skills and routines that combine both tangible and intangible resources together coherently in a synergistic manner to enable firms to produce efficiently and/or effectively valued market offerings [5]. While dynamic capabilities can be any capabilities which enable firm to modify its resources and routines to changing environment, so it can continue producing market offerings efficiently and/or effectively [28] [55]. 141
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The 3 rd VACPS Research Workshop Pr
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Organizing Committee Victorian Asso
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Preface On the occasion of the publ
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Acknowledgements We gratefully ackn
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The role of mitochondria in atrial
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