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This paper aims to provide policy suggestions for enterprises to carry out dual innovation.

This paper studies the practical examples of dual innovation and the development cases of dual innovation of typical Chinese enterprises.

This paper demonstrates the mutually promoting relationship between dual innovation and sustainable development of enterprises and puts forward suggestions on how to effectively develop dual innovation in terms of corporate governance, resource access, market orientation and business model.

The research results of this paper are helpful for enterprises to better carry out dual innovation, so as to achieve sustainable development.

Following the rapid expansion of data volume, velocity and variety, techniques and technologies, big data analytics have achieved substantial development and a surge of companies make investments in big data. Academics and practitioners have been considering the mechanism through which big data analytics capabilities can transform into their improved organizational performance. This paper aims to examine how big data analytics capabilities influence organizational performance through the mediating role of dual innovations.

Drawing on the resource-based view and recent literature on big data analytics, this paper aims to examine the direct effects of big data analytics capabilities (BDAC) on organizational performance, as well as the mediating role of dual innovations on the relationship between (BDAC) and organizational performance. The study extends existing research by making a distinction of BDACs' effect on their outcomes and proposing that BDACs help organizations to generate insights that can help strengthen their dual innovations, which in turn have a positive impact on organizational performance. To test our proposed research model, this study conducts empirical analysis based on questionnaire-base survey data collected from 309 respondents working in Chinese manufacturing firms.

The results support the proposed hypotheses regarding the direct and indirect effect that BDACs have on organizational performance. Specifically, this paper finds that dual innovations positively mediate BDACs' effect on organizational performance.

The conclusions on the relationship between big data analytics capabilities and organizational performance in previous research are controversial due to lack of theoretical foundation and empirical testing. This study resolves the issue by provides empirical analysis, which makes the research conclusions more scientific and credible. In addition, previous literature mainly focused on BDACs' direct impact on organizational performance without making a distinction of BDAC's three dimensions. This study contributes to the literature by thoroughly introducing the notions of BDAC's three core constituents and fully analyzing their relationships with organizational performance. What's more, empirical research on the mechanism of big data analytics' influence on organizational performance is still at a rudimentary stage. The authors address this critical gap by exploring the mediation of dual innovations in the relationship through survey-based research. The research conclusions of this paper provide new perspective for understanding the impact of big data analytics capabilities on organizational performance, and enrich the theoretical research connotation of big data analysis capabilities and dual innovation behavior.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper’s findings suggest that, given that the goals of incremental innovation and breakthrough innovation differ, pursuing each of these innovation types would require contrasting business strategies and resource use. However, industry insights and evidence from previous research indicates that pursuing incremental and breakthrough innovation in a coordinated way, together with implementing dual innovation development mechanisms, can create a solid base for sustainable development.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to find out the factors that influence the choice of dual innovation strategies in the process of knowledge pricing and transaction between first-mover and late-mover companies in an open innovation environment and also to find the key factors that affect the company's strategic choice in factors such as heterogeneous market environment, demand elasticity, exploration risk intellectual property prices and transaction cost.

This study uses the Cournot equilibrium and Stackelberg two-stage master-slave game model to describe the evolutionary process of knowledge pricing in an open innovation environment of first-mover and late-mover companies.

Research shows that in an open innovation environment, the formation of a dual innovation strategy in the pricing process of corporate intellectual property transactions is a complex process. Changes in one-time transaction costs and changes in the inverse demand coefficient of the innovation market play the decisive role in the choice of dual innovation strategies. When the demand of the innovation market is moderate, the inverse demand coefficient of the innovation market and the one-time transaction cost has an inverted U-shaped influence relationship. As the innovation market's inverse demand coefficient and the one-time transaction cost increase at the same time, the degree of differentiation of the enterprise's dual innovation strategy choice gradually reduces; when the one-time transaction cost is the largest, the degree of strategy differentiation is minimized.

Based on the above relationship, suggestions are made to guide enterprises in the knowledge pricing and transaction process in an open innovation environment, promote enterprises to form a dislocation development and complementary advantages in the knowledge innovation ecological chain and improve the overall innovation efficiency of the industry.

This Masterclass considers the lessons of two recent important books have contrasting but complementary insights to offer to company leaders and strategists on how to improve the odds for developing successful innovations in response to game changes in markets.”

In Dual Transformation: How to Reposition Today’s Business While Creating the Future (2017), disruptive innovation experts, Scott Anthony, Clark Gilbert and Mark Johnson offer corporate leaders a “dual transformation” template for simultaneously repositioning the traditional core business in the face of disruptive change, while also creating new businesses to harness the growth potential typically unlocked by such disruption. In The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation (2017), innovation guru, David Robertson, and his collaborator, Kent Lineback, offer companies a “third way” for coping with historic market inflections by innovating around a core product to make it more compelling, rather than having to choose between attempting the radical or incremental innovation of the product itself.

The most powerful message that both books featured in this masterclass have to offer is that while it may be true, as they go on to observe, that large companies can’t innovate faster than the market, they can learn “to innovate better than the market,” through more imaginative use of legacy products, platforms and assets.

A “third way” to cope with market disruption is based on innovating around the core product, by surrounding it with a set of complementary innovations, rather than re-featuring the product itself. All of the complementary innovations operate together with the product “as a system or family to satisfy a compelling promise to the customer.”

Both Dual Transformation and The Power of Little Ideas, present different, but far from mutually exclusive, innovation strategies that can help many more great companies to survive disruptive competition.

Family farms are seen as a powerful force for rural development, and they are gaining more and more research attention. This study aims to explore the relationship between the social networks of family farms and the dual innovation of the family farm business model from the perspective of entrepreneurial orientation.

Using a questionnaire survey of 169 family farms in Qingdao, China, descriptive and inferential statistics were used to analyze the data collected. The study hypothesis was tested using inferential tests (regression analysis).

The study results show that innovative, efficiency- and novelty-based business models facilitated by social networks have a favorable and significant impact on the performance of family farms. Furthermore, the relationship between social networks and new business model creation is positively influenced by an entrepreneurial orientation.

This study is distinctive in that it examines the mechanisms underlying family farm growth from an entrepreneurial standpoint, classifying family farm social networks for the first time into social, market and governmental categories and looking at their impact on the creation of new business models. In addition, it looks into the relationship between the innovation and social network aspect of the family farm business model from an entrepreneurial perspective, offering fresh insight into this connection. It also examines the family farm business model’s connection to innovation and social networks from an entrepreneurial standpoint, providing new insight into this relationship.

Deregulation and other factors permit and encourage financial institutions to become more integrated, both within their own (financial) industries, such as banking and insurance, and across these industries. Financial regulators have responded with like integration. As financial institutions increasingly compete with firms from other industries and areas, financial regulators similarly compete more across borders. The resulting competition in financial regulation enhances innovation, choice, and efficiency. The advent of home-run regulation, which in general allows financial institutions to adhere only to the financial regulations of their home area and is spreading across the US and Europe, may allow numerous regulatory regimes within a given market.

The purpose of this paper is to analyze the impact of paternalistic leadership on innovation.

This paper conceptualizes an integrated model that combines the dual‐core model and ambidextrous model of innovation. Using a sample of 159 Chinese high‐tech enterprises, some hypotheses are tested.

The results show: authoritarianism has a directly negative effect on exploitative innovation and positively moderates the effectiveness of exploitative innovation; benevolence has a directly positive effect both on exploratory innovation and exploitative innovation; benevolence negatively moderates the effectiveness of exploratory innovation and positively moderates the effectiveness of exploitative innovation.

This paper adopts the cross‐sectional study design, while innovation and formation of the implementation are relatively long‐term, dynamic processes. Thus, longitudinal design is a direction worth trying in follow‐up studies. Besides, using random samples affects to some extent the conclusion's generalizability.

Proper patriarchal leadership behavior (authoritarianism/benevolence) should be employed in the face of different types of innovation activities (exploratory innovation/exploitative innovation) and at the different stages of innovative activities (innovation ideas emerging stage/innovation behavior implementation stage). If properly used, patriarchal leadership with both authoritarianism and benevolence will effectively enhance innovation performance. Conversely, it may produce negative effects.

This paper has studied the influence of paternalistic leadership on exploratory and exploitative innovation. Different from the existing literature, this paper based on Daft's dual‐core model and Duncan's ambidextrous model and builds an integrated model.

The aim of this study is to examine the relationships between taking charge, bootlegging innovation and innovative job performance, and to explore the moderating roles of felt responsibility for constructive change (FRCC) and creative self-efficacy (CSE).

Data for this research was collected from 503 employees working in a chain company. Through a longitudinal study design, a three-wave survey with 397 valid data provided support for the proposed theoretical model.

The results maintain a positive association between taking charge, bootlegging innovation and innovative job performance, indicating the mediating effect of bootlegging innovation. Additionally, both the FRCC and CSE facilitate the indirect effect of taking charge on innovative job performance through bootlegging innovation. Furthermore, the integrated moderated mediation model analysis suggested that FRCC is more vital in improving employees' innovative job performance.

This research aims to break the black box between taking charge and innovative job performance, which has been relatively unexplored. Drawing from self-determination theory (SDT) and the proactive motivation model, the authors verify the bridge-building role of bootlegging innovation and the dual-facilitating effects of FRCC and CSE while employees conduct taking charge. This study’s results provide new insight for managers to foster, encourage and support employees' proactive behavior.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.