Safal Batra

Bio: Safal Batra is an academic researcher from Indian Institute of Management Kashipur. The author has contributed to research in topics: Entrepreneurial orientation & Entrepreneurship. The author has an hindex of 7, co-authored 20 publications receiving 259 citations. Previous affiliations of Safal Batra include Institute of Management Technology, Ghaziabad.

Entrepreneurial orientation and firm performance in Indian SMEs: Universal and contingency perspectives

Abstract: This article explores entrepreneurial orientation (EO); this notion has received considerable theoretical and empirical attention in organizational research, emerging as one of the most widely acce...

Absorptive capacity and small family firm performance: exploring the mediation processes

Abstract: Despite the recognized importance of knowledge management for small family firms, relatively little empirical research has been done so far to understand the mechanisms through which absorptive capacity (AC) assists their performance. The purpose of this study is to understand the relationship between absorptive capacity and performance in small family firms.,In this study, the authors theoretically argue and empirically validate that AC enables the creation of entrepreneurial, market and technology orientations in small family firms, which, in turn, lead to superior firm performance. They also tested the study’s hypotheses using mediation and multiple linear regression analyses on data collected from 272 small Indian family firms.,The study’s findings suggest indirect relationship between AC and performance. The strategic orientations provide a mechanism through which investments in small family firms’ AC results in firm performance.,This study offers crucial insights to practitioners and small firm managers regarding the use of knowledge-based capabilities in creating appropriate strategic postures, which, in turn, assist firm performance.,This study is among few research attempts in understanding the knowledge aspects of small family firms. The present research contributes to the existing literature by unravelling the relationship between knowledge management and small family firm performance. Also, by bringing in data from an under-studied context of an emerging economy, this study strengthens the theoretical applicability of knowledge management in different contexts.

Does strategic planning determine innovation in organizations? A study of Indian SME sector:

Abstract: While some researchers argue that strategic planning assists new product development and can be viewed as a framework for innovation, others believe that it restricts creativity and innovation. Des...

Performance implications of industry appropriability for manufacturing SMEs : The role of technology orientation

Abstract: Purpose – Industry appropriability – the degree to which firms in an industry can appropriate benefits from their innovations – is a crucial dimension of industry environment. Small and medium manufacturing enterprises (manufacturing SMEs), because of their limited resource base, tend to be especially sensitive to the appropriability conditions in their industry. The purpose of this paper is to understand the influence of industry appropriability on firm outcomes (innovativeness and performance), and posits technology orientation as a dynamic capability that helps firms overcome appropriability barriers in their industry. Design/methodology/approach – Data were collected from 162 manufacturing SMEs in India. Multiple linear regression analysis was used to test the proposed hypotheses. Findings – This study reveals that the perceived level of appropriability of manufacturing SMEs impacts their innovativeness. Further, findings also support technology orientation as a crucial firm-specific characteristic wh...

Strategic Orientations and Innovation in Resource-constrained SMEs of an Emerging Economy

Abstract: While previous research has explored the linkages of strategic orientations and innovation for large businesses of developed economies, relatively little is known about these linkages for SMEs of emerging economies. To study these linkages, data were collected from owners or senior executives of 162 manufacturing SMEs in the Punjab region of India. Our results show that while customer orientation has been found to enable innovation for large firms, it does not directly facilitate innovation for Indian SMEs. The customer-oriented SMEs create successful innovation through better utilisation of their dynamic resources. Therefore, creation of dynamic resources by SMEs is more critical than that of unique resources for successful innovation. Implications of our findings are discussed for theory as well as practice.

Using Multivariate Statistics

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Conducting systematic literature reviews and bibliometric analyses

Abstract: Literature reviews play an essential role in academic research to gather existing knowledge and to examine the state of a field. However, researchers in business, management and related disciplines...

Does knowledge management reallymatter? Linking knowledge managementpractices, competitiveness and economicperformance

Abstract: Purpose – While nowadays an extensive literature promoting knowledge management (KM) exists, there is a worrying shortage of empirical studies demonstrating an actual connection between KM activities and organizational outcomes. To bridge this gap, this paper aims to examine the link between KM practices, firm competitiveness and economic performance. Design/methodology/approach – This paper proposes a framework of KM practices consisting of human resource management (HRM) and information communication technology (ICT). These both are hypothesized to impact competitiveness and economic performance of the firm. Hypotheses are then tested with structural equation modeling by using a survey dataset of 234 companies. Findings – The results show that HRM and ICT practices for managing knowledge are quite strongly correlated and have a statistically significant influence on both financial performance and competitiveness of the firm. The findings also indicate that ICT practices improve financial performance only when they are coupled with HRM practices. Research limitations/implications – The data are limited to companies from Finland, Russia and China. Practical implications – The paper contributes to managerial practice by pointing out the importance of utilizing a combination of both social and technical means for KM and illustrating that they do matter for the company bottom line. Originality/value – This paper contributes to the literature on knowledge-based organizing by empirically analyzing the performance impact of various areas of KM. It thereby tests the proposition put forth in many previous theoretical and case-based studies that KM promotes high organizational performance. It also addresses the interaction of social and technical KM practices in producing organizational outcomes.

Relative absorptive capacity and interorganizational learning

Abstract: Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.