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Pervaiz K. Ahmed

Bio: Pervaiz K. Ahmed is an academic researcher from Monash University Malaysia Campus. The author has contributed to research in topics: Innovation management & Quality (business). The author has an hindex of 37, co-authored 158 publications receiving 10266 citations. Previous affiliations of Pervaiz K. Ahmed include University of Bradford & University of Huddersfield.


Papers
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Journal ArticleDOI
TL;DR: In this paper, a research model is developed encompassing antecedents and consequences of dynamic capabilities in an integrated framework, and several issues surrounding its conceptualization remain ambivalent, and the authors identify three component factors which reflect the common features of dynamic capability across firms and which may be adopted and further developed into a measurement construct in future research.
Abstract: The notion of dynamic capabilities complements the premise of the resource-based view of the firm, and has injected new vigour into empirical research in the last decade Nonetheless, several issues surrounding its conceptualization remain ambivalent In light of empirical advancement, this paper aims to clarify the concept of dynamic capabilities, and then identify three component factors which reflect the common features of dynamic capabilities across firms and which may be adopted and further developed into a measurement construct in future research Further, a research model is developed encompassing antecedents and consequences of dynamic capabilities in an integrated framework Suggestions for future research and managerial implications are also discussed

1,987 citations

Journal ArticleDOI
TL;DR: The role of organisational innovativeness, or innovative capability, in attaining competitive advantage has been widely discussed as mentioned in this paper, however, much less attention has been paid to develop and validate measurement constructs of organizational innovation.
Abstract: The role of organisational innovativeness, or innovative capability, in attaining competitive advantage has been widely discussed. Most research examines innovation activities and their associations with organisational characteristics, or investigates certain perspectives of innovative capability, such as product innovation. Much less attention, however, has been paid to develop and validate measurement constructs of organisational innovativeness. Through an extensive literature review, five dimensions of an organisation's overall innovativeness are identified. These five dimensions form the component factors of the organisational innovativeness construct. Following a three‐step approach, a final 20‐item measurement construct is validated. Theoretical and methodological issues in relation to application of the organisational innovativeness construct are discussed in light of these findings.

950 citations

Journal ArticleDOI
TL;DR: In this paper, the authors consider the nature of organisational climate and of organizational culture, focusing on factors which make for an effective organisational culture and suggest elements which promote innovation, concluding that the most innovative companies of the future will be those which have created appropriate cultures and climates.
Abstract: Notes that many companies pay “lip service” to the idea of innovation and stresses that becoming innovative requires an organisational culture which nurtures innovation and is conducive to creativity. Considers the nature of organisational climate and of organisational culture, focusing on factors which make for an effective organisational culture. Looks at the interplay between various organisational factors and innovation and suggests elements which promote innovation. Concludes that the most innovative companies of the future will be those which have created appropriate cultures and climates.

913 citations

Journal ArticleDOI
TL;DR: In this paper, the authors propose a definition and a set of core criteria that are essential features of an internal marketing program and explore the interrelationship between the proposed criteria and suggest a framework for empirical investigation of the internal marketing concept in the context of services marketing.
Abstract: Over 20 years ago internal marketing was first proposed as a solution to the problem of delivering consistently high service quality. However, despite the rapidly growing literature, very few organisations actually implement the concept in practice as there does not, as yet, exist a single unified concept of what is meant by internal marketing. Critically examines the internal marketing concept and delineates its scope by tracing the major developments in the concept since its inception. The literature review suggests three major phases in the development of the concept, namely an employee motivation and satisfaction phase, a customer orientation phase, and a strategy implementation/change management phase. Proposes a definition and a set of core criteria that are essential features of an internal marketing program. Also explores the interrelationship between the proposed criteria and suggests a framework for empirical investigation of the IM concept in the context of services marketing. Discusses managerial implications arising from the proposed definition and model of internal marketing.

655 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the integration of the human and technological aspects of innovation management by modelling the innovation stimulus -innovation capacity relationship in determining innovation performance and found that the relationship between stimulus and innovation capacity is significant and strong.
Abstract: This paper examines the integration of the human and technological aspects of innovation management by modelling the innovation stimulus – innovation capacity relationship in determining innovation performance. The research framework developed in this study was tested amongst 194 managers of Australian firms. The survey responses indicate that both the relationships between innovation stimulus and innovation capacity and between innovation capacity and innovation performance are significant and strong. However, innovation stimulus does not show any direct effect on innovation performance, suggesting that its effect is mediated through innovation capacity. The overall practical implication that can be drawn from the findings is that to achieve high innovation performance, organizations first need to develop the behavioural and cultural context and practices for innovation (i.e. stimulus), and only within such conducive environments is it possible for organizations to develop innovative capacity in research and development and technology so as to more effectively deliver innovation outcomes and performance.

567 citations


Cited by
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Posted Content
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

01 Jan 1982
Abstract: Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

7,539 citations

Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

4,935 citations