Search results

This study aims to explore the patterns and transformational dynamics of the executive–interpreter network in the innovation processes of small- and medium-sized enterprises in hospitality.

Grounded in social network theory and adopting a case-based approach, this study features a multi-case design focusing on three Chinese boutique hotels. Data were collected through Web page and document reviews, participant observations and semistructured interviews.

Results capture how executive–interpreter network dynamics contribute to innovation in small- and medium-sized hotels. Key factors in social networks (e.g. size, scope and strength) shift throughout innovation. This study presents a design-driven approach as a means of innovation. Findings also delineate the network development conditions under which innovation dynamically occurs in boutique hotels.

Practical implications center on how network dynamics help small- and medium-sized hotels innovate more effectively. These insights can assist hotel operators and prospective market entrants in improving their hotels’ performance and competitiveness.

This study blends social network theory with a design-driven approach to explore innovation mechanisms in small- and medium-sized hotels. It offers empirical evidence for practitioners regarding design-driven innovation. Findings enrich the body of knowledge on both design-driven innovation theory and hospitality innovation.

Engaging with customers and addressing unmet value have become increasingly challenging within multi-stakeholder environments of service innovation. Therefore, this paper aims to address this challenge by studying how strategic design abilities address unmet value in service engagement strategies.

The authors conducted a qualitative inductive study at a multinational corporation and interviewed marketing and design professionals on their innovation practices in service engagement strategies.

From the inductive analysis, this study identified three strategic design abilities that effectively contribute to addressing unmet value throughout the co-evolving process of service engagement: envisioning value, modelling value and engaging value. Based on this, this study proposes the emerging co-evolving loop framework of service engagement strategies.

The limitation of this emerging theory is a lack of broad generalizability with mutual exclusivity or collective exhaustiveness across industries. A theoretical implication of the framework is the integration of strategic design and services marketing towards co-created engagement strategies.

The service engagement loop framework can be of great value to service innovation processes, for which an integrated, cross-functional approach is often missing.

The findings further suggest that next to a methodological skillset, strategic design abilities consist of a distinct mindset.

This paper introduces strategic design abilities to address unmet value and proposes a novel co-evolving loop framework of service engagement strategies.

Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities.

Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations.

The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies.

From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation.

From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation.

Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.

This study aims to sketch a bibliometric portrait of the International Journal of Innovation Science (IJIS) and attempts to evaluate its publication patterns from 2011 to 2020 by unfolding the key aspects of its publication trends for the audience of the journal and scholars of bibliometric studies as well.

This study analyzes papers published in the IJIS from 2011 to 2020 by using the required bibliometric measures to analyze the key aspects of the publishing trends of IJIS.

This study finds that a total of 487 authors published 271 articles in IJIS during 2011–2020. The USA leads the table with 89 papers followed by India (29 papers) and China (26 papers). The degree of collaboration in IJIS ranged from 0.36 to 0.94. Moreover, this study finds that the keyword “design/methodology/approach” is the central theme of research in IJIS around which all other keywords revolve.

This study focuses on the publication patterns of the IJIS over a period of ten years. Patterns of research output in 271 publications are comprehended and analyzed. For making a ten-year bibliometric study, the papers published before 2011 were excluded from the purview of research.

Readers of the IJIS, teachers and research scholars interested in bibliometric studies can benefit from insights into the scholarly papers published in IJIS from 2011 to 2020.

This study would provide the readers of IJIS to ascertain significant contributions, top cited papers, the most prolific authors, geographical distribution of papers, keyword co-occurrence and bibliographic coupling.

Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

The textile industry is a labor-intensive industry in which where innovation-oriented studies are conducted intensively. However, identifying potential innovation gaps for a firm operating in the textile industry is not easy and greatly influences the firm's future success. To this end, this study aims to propose a novel integrated approach for the pre-assessment of the firm-level innovation process.

The proposed approach uses two important tools: the technology capability audit tool and innovation audit tool. The proposed approach integrates these tools to discover possible innovation opportunities for firms. The proposed approach is called the innovation gap finder model (IGFM).

A real case study in the textile industry is conducted to show how IGFM works in practice. The results of this study show that decision-makers can easily identify existing innovation gaps using IGFM.

Firms must first identify innovation gaps in order to initiate achievable projects in line with their current situation. Addressing a firm-level pre-assessment of the textile innovation process helps achieve growth and enables the firm to know what it should do in the near future. By identifying innovation gaps by considering the innovation processes at the firm level, it is also easier to prepare an action plan on what and how to do in accordance with the firm's own culture. There is no specific tool developed to discover potential innovation gaps in the literature. To fill this gap, a novel integrated approach is proposed for a pre-assessment of firm level innovation process in this study. The proposed approach can also accelerate the establishment of the “idea-invention-innovation” path within the firm.

In this viewpoint article, the authors recognize the increased focus in health systems on co-design for innovation and change. This article explores the role of leaders and mangers in developing and enhancing a culture of trust in their organizations to enable co-design, with the potential to drive innovation and change in healthcare.

Using social science analyses, the authors argue that current co-design literature has limited focus on interactions between senior leaders and managers, and healthcare staff and service users in supporting co-designed innovation and change. The authors draw on social and health science studies of trust to highlight how the value-based co-design process needs to be supported and enhanced. We outline what co-design innovation and change involve in a health system, conceptualize trust and reflect on its importance within the health system, and finally note the role of senior leaders and managers in supporting trust and responsiveness for co-designed innovation and change.

Healthcare needs leaders and managers to embrace co-design that drives innovation now and in the future through people – leading to better healthcare for society at large. As authors we argue that it is now the time to shift our focus on the role of senior managers and leaders to embed co-design into health and social care structures, through creating and nurturing a culture of trust.

Building public trust in the health system and interpersonal trust within the health system is an ongoing process that relies upon personal behavior of managers and senior leaders, organizational practices within the system, as well as political processes that underpin these practices. By implementing managerial, leadership and individual practices on all levels, senior managers and leaders provide a mechanism to increase both trust and responsiveness for co-design that supports innovation and change in the health system.

Frugal innovation focuses on the core functionalities with the highest stakeholder benefits and directly targets user requirements. It has been widely adopted in developing countries, and extensively researched from both consumer and sustainable perspectives. However, few studies on frugal innovation consider “quality”, a seminal business management concept. This study focuses on this gap and uses a quality lens to understand frugal innovation.

This study adopts a mixed methodology. The Delphi focus group method is first applied to identify two cases of frugal innovation in the construction industry and a cross-case analysis done. Then, the analytic hierarchy process (AHP) is used to examine eight product quality dimensions to draw the final conclusions.

From Garvin’s concept of quality, frugal innovation focuses on performance and conformance. Furthermore, it prioritises a value-based approach the most.

This study examines frugal innovation from quality perspective. This opens up a new line of research which contributes to both streams. The study is based on construction which is a limitation of the study.

A quality-based frugal innovation understanding can be helpful in the conceptualisation, implementation and acceptance of the frugal innovation business model. It can provide clarity on the innovation's value proposition and also help in operationalisation of the business model.

Frugal encourages social entrepreneurs and understanding of the concept from quality perspective shall facilitate the operationalisation will become easier for them.

To the author’s knowledge, this is the first study at the interface of frugal innovation and quality management. Furthermore, the use of AHP to prioritise equality approaches and dimensions is an original contribution.

The main purpose of this study is to investigate the role of Industry 4.0 capability (I4.0 C) in creating a supportive environment for business model innovation by focussing on the mediating role of knowledge management capability (KMC) and the moderating effect of market uncertainty.

This paper uses interviews with managers and academics. Data were collected from 379 managers; CFA and finally regression analysis were performed, and the program “PROCESS” software was used to validate the data and examine the hypothesized relationships.

KMC mediates the relationship between Industry 4.0 capability and business model innovation. The effect of Industry 4.0 capability on KMC is stronger for firms with increased market uncertainty. In contrast, the impact of KMC on business model innovation is weaker for firms operating in highly-uncertain markets.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Future research should test the relationships examined in this study in other international contexts.

Managers should invest in more advanced technology in order to obtain knowledge and capability. In addition, they need to pay more attention to how their firms' knowledge derived from Industry 4.0 contributes to business model innovation.

The current state of knowledge of both theory and practise for critical organizational factors such as Industry 4.0 capability, KMC, business model innovation and market uncertainty will be extended.

The paper aims to contributes on the debates about University Idea Incubation by investigating the role and the engagement of different University's stakeholders in the process of opportunity recognition in an entrepreneurship education program targeted at students with an interdisciplinary background.

Through a longitudinal case study methodology, the Contamination Lab at University of Salento (Lecce, Italy), the learning approaches and the knowledge process to create an entrepreneurial awareness, mindset and capability in students with different educational background are presented.

The findings demonstrates the crucial role of stakeholders' engagement for business idea presentation, open innovation challenge, contamination workshop on specialized topics, enterprise projects are important vehicle for effective students' business ideas and innovative projects development in a multidisciplinary environment. The close interaction among students, academia, companies and institutions creates a favourable environment that enables opportunity identification, idea generation through a deep contamination of knowledge, skills and experiences.

Limitations include the need to generalise the results even if this limitation is typical of the case study methodology. Other research is necessary for an in-depth analysis in deep of the other Contamination Lab in Italy and to derive the “invariance traits” of this environment according to the features of the local entrepreneurial ecosystems.

Implications for practices include recommendations for designing innovative programs where the interactions between University-Institutions-Industry are realized.

A conceptual framework is proposed by defining all the entrepreneurial knowledge process and knowledge creation within the Contamination Lab, highlighting the contribution of the stakeholders in each phase and learning initiative of the program.