DETERMINANTS OF ORGANIZATIONAL PERFORMANCE AMONG HOME APPLIANCE MANUFACTURING FIRMS IN GUANGZHOU: A CONCEPTUAL PAPER
DOI:
https://doi.org/10.35631/IJIREV.824025Keywords:
Competitive Pressure, Digital Transformation, Dynamic Capability, Organizational Performance, Technology Capability, TOE FrameworkAbstract
Organizational performance among home appliance manufacturing firms (HAMFs) in Guangzhou has emerged as a critical issue amid intensified competition and rapid digital investment. Despite widespread digital transformation initiatives, performance outcomes remain highly uneven, suggesting that technological adoption alone does not guarantee sustained performance improvement. This study aims to develop a theoretically grounded framework to explain the determinants of organizational performance in digitally transforming manufacturing firms. Drawing on the Technology–Organization–Environment (TOE) framework and Dynamic Capability Theory, the paper adopts a conceptual research design to integrate technology capability, dynamic capability, and competitive pressure into a unified explanatory model. The proposed framework positions digital transformation as a central mediating mechanism through which organizational capabilities and environmental pressures are translated into performance outcomes. The analysis suggests that performance improvements are unlikely to arise from direct technological investment alone but depend on firms’ ability to implement coherent, organization-wide digital transformation supported by strong dynamic capabilities. The study concludes that integrating contextual and capability-based perspectives provides a clearer explanation of performance heterogeneity and offers strategic implications for managers seeking sustainable competitive advantage in digitally intensive manufacturing environments.
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