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Social capital and digital transformation of startups in Vietnam: the mediating role of access to resources

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The purpose of this study is to use social capital theory to explain how startups in Vietnam undergo the digital transformation process. The study investigates the connection between social capital, resource access, and digital transformation in Vietnamese startups. 230 managers were analyzed using the Partial Least Squares Structural Model (PLS-SEM). The study found a positive correlation between social capital, resource access, and digital transformation. Additionally, the study looked at the role of resource access as a mediator between social capital and digital transformation. The findings of this study hold immense importance for managers seeking to establish social capital with stakeholders, including government agencies, customers, competitors, and suppliers in the digital platform services industry. Leveraging social capital can increase managers’ access to crucial resources, especially during the Covid-19 pandemic. The study acknowledges its limitations and identifies areas for future research.
Czasopismo
Rocznik
Strony
184--200
Opis fizyczny
Bibliogr. 35 poz., rys., tab.
Twórcy
  • Faculty of Business Administration, Industrial University of Ho Chi Minh City, VietNam
autor
  • Faculty of Business Administration, Industrial University of Ho Chi Minh City, VietNam
  • School of Management, University of Economics Ho Chi Minh City, VietNam
  • Faculty of Business Administration, Industrial University of Ho Chi Minh City, VietNam
Bibliografia
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  • [2] Aral, S., & Weill, P. (2007). IT Assets, Organizational Capabilities, and Firm Performance: How Resource Allocations and Organizational Differences Explain Performance Variation. Organization Science, 18, 763-780. doi:https://doi.org/10.1287/orsc.1070.0306.
  • [3] Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
  • [4] Burt, R. S. (1992). Structural holes. Harvard University Press.
  • [5] Chin, W. W. (2010). How to Write Up and Report PLS Analyses. In V. Esposito Vinzi, W. W. Chin, J. Henseler, & H. Wang (Eds.), Handbook of Partial Least Squares: Concepts, Methods and Applications (pp. 655-690). Berlin, Heidelberg: Springer Berlin Heidelberg.
  • [6] Cohen, J. (2013). Statistical power analysis for the behavioral sciences: Academic Press.
  • [7] Dakhli, M., & De Clercq, D. (2004). Human capital, social capital, and innovation: a multi-country study. Entrepreneurship & Regional Development, 16(2), 107-128. doi:https://doi.org/10.1080/0898562041000.1677835.
  • [8] Galante, N., Moret, C., & Said, R. (2013). Building capabilities in digital marketing and sales: Imperatives for consumer companies. In: McKinsey & Company.
  • [9] Hair, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2016). A primer on partial least squares structural equation modeling (PLS-SEM): Sage publications.
  • [10] Hair Jr, J. F., Black, W. C., Babin, B. J., & Anderson, R. (2019). Multivariate Data Analysis London: Cengage Learning.
  • [11] Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. In R. R. Sinkovics & P. N. Ghauri (Eds.), New Challenges to International Marketing (Vol. 20, pp. 277-319): Emerald Group Publishing Limited.
  • [12] Hoang, H., & Antoncic, B. (2003). Network-based research in entrepreneurship: A critical review. Journal of business venturing, 18(2), 165-187.
  • [13] Landry, R., Amara, N., & Lamari, M. (2002). Does social capital determine innovation? To what extent? Technological Forecasting and Social Change, 69(7), 681-701. doi:https://doi.org/10.1016/S0040-1625(01)00170-6.
  • [14] Le, N. T., & Nguyen, T. V. (2009). The impact of networking on bank financing: The case of small and medium–sized enterprises in Vietnam. Entrepreneurship theory and practice, 33(4), 867-887.
  • [15] Le, N. T., Venkatesh, S., & Nguyen, T. V. (2006). Getting bank financing: A study of Vietnamese private firms. Asia Pacific Journal of Management, 23(2), 209-227.
  • [16] Li, L., Su, F., Zhang, W., & Mao, J.-Y. (2018). Digital transformation by SME entrepreneurs: A capability perspective. 28(6), 1129-1157. doi:https://doi.org/10.1111/isj.12153.
  • [17] Libert, B., Beck, M., & Wind, Y. (2016). Questions to ask before your next digital transformation. Harvard Bussiness Review, 60(12), 11-13.
  • [18] Lin, N. (2002). Social capital: A theory of social structure and action (Vol. 19): Cambridge university press.
  • [19] Mithas, S., Tafti, A., & Mitchell, W. (2013). How a Firm’s Competitive Environment and Digital Strategic Posture Influence Digital Business Strategy. MIS Quarterly, 37(2), 511-536. doi:https://www.jstor.org/stable/43825921.
  • [20] Moran, P. (2005). Structural vs. relational embeddedness: social capital and managerial performance. Strategic management journal, 26(12), 1129-1151. doi:https://doi.org/10.1002/smj.486.
  • [21] Nahapiet, J., & Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage. 23(2), 242-266. doi:10.5465/amr.1998.533225.
  • [22] Nguyen Thi Thuy Quynh, Tran Nha Ghi, & Nguyen Tan Trung. (2023). Social Capital and Digital Transformation of Startups in Vietnam During the Covid-19 Pandemic: The Mediating Role of Human Capital and Access to Resources. Management Systems in Production Engineering, 31(1), 33-42. doi:doi:10.2478/mspe-2023-0005.
  • [23] Nguyen, T. V., Weinstein, M., & Meyer, A. D. (2005). Development of trust: A study of inter-firm relationships in Vietnam. Asia Pacific Journal of Management, 22(3), 211-235.
  • [24] Nguyen Van. (2021). 79.700 doanh nghiệp phá sản, ngừng hoạt động. Retrieved from https://cafeland.vn/tin-tuc/79700-doanh-nghiep-phasan-ngung-hoat-dong-101207.html.
  • [25] Nwankpa, J. K., & Roumani, Y. (2016). IT capability and digital transformation: A firm performance perspective. Paper presented at the Thirty Seventh International Conference on Information Systems, Dublin.
  • [26] Pagani, M. (2013). Digital Business Strategy and Value Creation: Framing the Dynamic Cycle of Control Points. MIS Quarterly, 37(2), 617-632. doi:https://www.jstor.org/stable/43825925.
  • [27] Peng, M. W., & Luo, Y. (2000). Managerial ties and firm performance in a transition economy: The nature of a micro-macro link. Academy of management journal, 43(3), 486-501.
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  • [29] Rahayu, E. T., Suwarto, S., Anantanyu, S., & Sugiharjo, S. (2022). The influence of social capital on the small-holders empowerment of livestock farming in Sragen Regency. IOP Conference Series: Earth and Environmental Science, 1001(1), 012030. doi:10.1088/1755-1315/1001/1/012030.
  • [30] Semrau, T., & Werner, A. (2014). How exactly do network relationships pay off? The effects of network size and relationship quality on access to start-up resources. Entrepreneurship Theory and Practice, 38(3), 501-525.
  • [31] Serageldin, I., & Dasgupta, P. (2001). Social capital: a multifaceted perspective: The World Bank.
  • [32] The Lam. (2021). Chuyển đổi số đã trở thành “con đường sống” tại các doanh nghiệp Việt Nam? Retrieved from https://laodong.vn/kinh-te/chuyen-doi-so-da-tro-thanh-con-duong-song-tai-cac-doanh-nghiep-vietnam-899837.ldo.
  • [33] Tran Nha Ghi, Nguyen Thi Phuong Anh, Nguyen Quang Thu, & Ngo Quang Huan. (2021). Entrepreneur’s Human Capital and Business Model Innovation: The Meditation Role of Access to Start-Up Resources. International Journal of Information and Management Sciences, 32(1), 59-76. doi: 10.6186/IJIMS.202103_32(1).0004.
  • [34] Tsang, E. W. (1996). In search of legitimacy: The private entrepreneur in China. Entrepreneurship Theory and Practice, 21(1), 21-30.
  • [35] Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda, 122, 889-901. Journal of Business Research(122), 889-901.
Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023)
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-17bc8603-5f02-496c-b738-e4bfde805bb0
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