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11 – 20 of 499Much of the scholarly works on open innovation have significantly highlighted the application of the model in high-tech industries in the developed world. However, how the…
Abstract
Purpose
Much of the scholarly works on open innovation have significantly highlighted the application of the model in high-tech industries in the developed world. However, how the phenomenon applies in low-tech small and medium-sized enterprises (SMEs) in developing countries is still marginal and lacks substantive research. This study aims to draw on the network theory of innovation to examine the open innovation orientations of low-tech SMEs in an emerging market context, particularly Ghana.
Design/methodology/approach
The research design used was a qualitative–quantitative approach: the qualitative phase of the study, involving 31 low-tech SMEs, used a multiple case approach through semi-structured interviews and analyzed the interview responses using NVivo statistical tool; the quantitative phase, including 706 low-tech SMEs, also used a survey questionnaire approach and descriptively analyzed data collected using SPSS statistical tool.
Findings
Results disclose that the low-tech SMEs’ employment of the open innovation model are preponderantly driven by commercialization purposes, knowledge acquisition motives, financial motives and strategic motives, whereas their open innovation approaches include inbound strategies (collaboration with suppliers, co-creation/customer immersion), outbound strategies (IP licensing out) and coupled strategies (strategic alliances, contract manufacturing, and joint ventures). Moreover, the findings show that the SMEs’ preferred open innovation partners include suppliers, customers, private universities and non-industry, in that order. Finally, results show that the low-tech SMEs’ open innovation advantages include market gains, strategic gains, knowledge gains, operational gains, financial gains and network gains, whereas their open innovation challenges colossally were collaboration barriers and organizational barriers.
Practical implications
These findings purvey valuable perceptiveness for managers, academicians and policymakers alike; they highlight the importance of open innovation to low-tech SMEs, proven strategies, challenges involved and the mechanisms for effective and efficient adoption of the open innovation model.
Originality/value
The value of this study reclines in the extension of open innovation research from high-tech industries in the advanced world to low-tech SMEs in emerging economies. Results of the study enrich the knowledge and understanding of how the theoretical model of open innovation is adopted and implemented by the low-tech SME sector in emerging economies.
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This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price…
Abstract
Purpose
This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price management and multi-channel management. Also, this study identifies how adaptive marketing capabilities (AMCs) enrich superior innovativeness and speed-to-market regarding innovation orientation and marketing orientation as the two critical functions.
Design/methodology/approach
A questionnaire-based research was performed to test the proposed hypotheses. The data were collected from predominately marketing or research and development managers/senior specialists in 247 firms.
Findings
Strategic orientations that cover market and innovation orientation facilitate a firm’s AMCs, positively affecting its innovativeness and speed-to-market. Also, AMCs mediate the relationship between strategic orientations, and innovativeness, and speed-to-market. Further, this study confirms the complementary association of AMC-related variables in enhancing firm innovativeness and speed-to-market.
Research limitations/implications
This study is subject to the limitations inherent in survey design, particularly convenient sampling and single informants.
Originality/value
This study broadens understanding of dynamic capabilities theory by examining how marketing capabilities can be enhanced and examined from an adaptive perspective for firms. This study also presents a model for the potential relationships among strategic orientations, AMCs, innovativeness and speed-to-market.
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David W. Knight, Lina Xiong, Wei Lan and Jian Gong
The purpose of this paper is to present initial findings from a vulnerability assessment based on the perceptions of practitioners working in four tourism and hospitality sectors…
Abstract
Purpose
The purpose of this paper is to present initial findings from a vulnerability assessment based on the perceptions of practitioners working in four tourism and hospitality sectors in Wuhan and Hubei Province, namely, cruise lines, hotels, travel agencies and touristic attractions.
Design/methodology/approach
The research note focuses on the coronavirus (COVID-19) outbreak from January to March 2020. Using the destination sustainability framework and an “interpretation” mixed methods research design, the authors analyze phone interviews (n = 151) and subsequent online surveys (n = 370) to assess sector-specific perceptions of exposure, sensitivity and system adaptiveness.
Findings
Overall, findings paint a grim picture of each sector in the short-term. All respondents reported an immediate economic loss due to COVID-19, as well as recovery concerns and uncertainties. Immediate actions for addressing these issues centered on internal cost control and governmental subsidies, while anticipated next steps focused on product adjustment, a transformation of business structures and seeking governmental guidance and policies in restoring market confidence. Findings also allude to future strategies/directions.
Research limitations/implications
This study is limited in its focus on practitioner views in the immediate COVID-19 outbreak. Implications highlight a crucial strategic dependence of each sector on effective government/managerial communication and support, with smaller, local businesses needing particular attention in crisis situations.
Originality/value
To the authors’ knowledge, this research note is the first comprehensive study presenting vital information pertaining to the impact of COVID-19 on tourism and hospitality businesses from a large group of business leaders in the site of the initial outbreak (i.e. Wuhan and Hubei Province). With the highly infectious COVID-19 representing an ongoing threat for populations worldwide, this paper hopes this research note provides valuable insights for practitioners in other vulnerable regions, as well as for researchers examining strategies for resilience against this and future disasters.
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Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by postulating an…
Abstract
Purpose
Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by postulating an “inverted U-shaped” relationship and the moderating roles of “organizational learning” (OGL) and “strategic flexibility” (STF).
Methodology/approach
A self-administered survey was employed to collect data from different strategic business units of 550 firms operating in Thailand. The data collection yielded a response rate of 17.27%. Confirmatory factor analysis was used to validate the scales, and path analysis was employed to test the hypotheses in this study.
Findings
Although no significant curvilinear relationship was found, the directions of the path coefficients are consistent with the hypothesis. Both OGL and STF serve as significant moderators in the marketing strategic change (MSC)–business performance relationships. While STF strengthens the relationship, the generative OGL tends to weaken it.
Practical implications
Managers need to understand the type of learning that fits different types of strategic changes in order to enhance business performance. Generative OGL may seem harmful for changes that are less proactive. Furthermore, firms should incorporate flexibility in managing political, economic, and financial risks in their strategies by emphasizing investments and cost sharing, flexible human capital allocation, and spontaneous and impromptu actions.
Originality/value
This study extends international marketing strategy literature by empirically testing the hypotheses in an emerging Asian economy. The research proposes a nonlinear relationship between MSC and business performance as well as introduces the moderating roles of OGL and STF.
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This chapter develops a multi-path theory of diversified international expansion that explains how multiple wave-shaped performance curves are created as multinational companies…
Abstract
This chapter develops a multi-path theory of diversified international expansion that explains how multiple wave-shaped performance curves are created as multinational companies expand into increasingly distant and dissimilar countries. According to this theory, multinational mobile network operators (MNOs) recover from over-diversified expansion by improving their local adaptation strategies by means of reconfiguring the value chain and entering local partnerships, by improving their global replication capabilities or by concentrating expansion to clusters of similar country markets. Three dynamic propositions are developed and exemplified concerning MNOs’ diversified international expansion. Implications for international diversification research finalize the chapter.
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Dario Miocevic and Robert E. Morgan
The academic inquiry of operational capabilities (OCs) has claimed focal interest in mainstream strategy research. Recent theoretical advances suggest these capabilities are a…
Abstract
Purpose
The academic inquiry of operational capabilities (OCs) has claimed focal interest in mainstream strategy research. Recent theoretical advances suggest these capabilities are a fundamental trigger to the identification and exploitation of entrepreneurial opportunities. However, the extant literature has been, at best, partial with regard to empirical insights that integrate OCs with entrepreneurial opportunities. Addressing this theoretical lacuna from the standpoint of organisational learning theory, the purpose of this paper is to investigate the interplay between OCs and entrepreneurial opportunities and their overall impact on exporting SME’s growth.
Design/methodology/approach
To realise the empirical aims a descriptive research design employing a survey methodology was used. The authors are generated data from a sample of 117 exporting small and medium-sized enterprises (SME) in Croatia. Ordinary least squares regression was employed to test the conceptual model and five derived hypotheses.
Findings
The findings demonstrate that market-sensing capabilities are vital in enhancing exporting SME’s opportunity recognition capacity and the rate of international opportunity exploitation that leads to increased firm growth. Also, study findings show that the link between the increased rate of international opportunity exploitation contributes more to the growth when exporting SMEs have highly developed adaptive and innovation capabilities.
Research limitations/implications
This study brings to surface some novel insights about how exporting SMEs can better design their export marketing strategy. The results suggest, OCs occupy key role in the exporting SMEs international venturing efforts by delivering higher growth.
Originality/value
The study contributes to the export marketing strategy field by offering empirical evidence that both capability and opportunity-based views should be assessed simultaneously in explaining exporting SME’s competitiveness. Finally, we offer valuable theoretical and practical implications as well as avenues for further research that should extend our knowledge in the field.
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Lara Penco, Teresina Torre and Roberta Scarsi
The purpose of this paper is to examine the impact of strategic orientation (defined using the Miles and Snow’s paradigm) on the processes of strategic decision-making and…
Abstract
Purpose
The purpose of this paper is to examine the impact of strategic orientation (defined using the Miles and Snow’s paradigm) on the processes of strategic decision-making and organisational design in medium-sized firms (MEs) operating in the Italian family food and beverage industry (F&B). It answers the following research questions: Does the orientation towards market development lead to different strategic formulation styles and developing innovative approaches towards organisational design?
Design/methodology/approach
The study is based on five cases of Italian family MEs operating in the F&B industry with a focus on premium segments, following the Mediobanca and Unioncamere criteria.
Findings
The strategy formulation process and the organisational design are affected by strategic orientation, highlighting the relevance of the “prospector” orientation in modifying the behavioural models among the selected companies.
Research limitations/implications
The limitations concern the number of examined case studies and the geographical location of firms.
Practical implications
The attitude to plan and develop new organisational designs is required by a more “prospector” strategic orientation due to the increasing level of work complexity and the process of innovation to manage the market share. Thus, the emergence of a prospector attitude must be reinforced with specific managerial competencies and suggested as necessary support for development strategies.
Originality/value
This study focusses on strategic and organisational profiles of MEs operating in the F&B context, where literature is still fragmented. It explores the relationship between strategic orientation, strategic formulation and organisational design by analysing all constructs simultaneously, thereby bridging the theoretical gap in the existing literature.
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Stephanie Schleimer and Andreas Riege
Building on the social network view and new product development perspective, the purpose of this paper is to examine how knowledge is transferred between identical, yet…
Abstract
Purpose
Building on the social network view and new product development perspective, the purpose of this paper is to examine how knowledge is transferred between identical, yet geographically distant units within a multinational corporation.
Design/methodology/approach
An embedded case study of Bayerische Motoren Werke (BMW) examining core drivers that impact on inter‐unit knowledge transfers between six events and exhibitions (E&E) units located in Europe, Asia, and Australasia.
Findings
The data highlight that effective knowledge transfer between E&E units depends on a combination of key drivers, such as social network ties, absorptive capacity, learning adaptiveness, and communication channels. The findings suggest that the search for and transfer of knowledge depends foremost on the applicability of context‐specific knowledge rather than its complexity.
Research limitations/implications
The focus is on one specific manufacturing sector and specific drivers to knowledge transfer in this sector, limiting the generalisation of the findings. Also, the findings were drawn from a limited sample of in‐depth practitioner interviews and did not integrate any outcome measures to successful knowledge transfer in their approach.
Practical implications
The paper offers guidelines for firms and specifically E&E managers to observe the specificity of knowledge and how this affects its limited applicability for other identical units.
Originality/value
Managers foremost need is to examine the unique context under which knowledge is acquired; only then are they in a position to decide how much knowledge transfer via different network and communication channels is needed between geographically dispersed E&E units.
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Antonio Manuel Magalhães-Teixeira, José L. Roldán and Antonio Genaro Leal Millán
This paper aims to investigate the direct and combined impacts of entrepreneurial orientation (EO) and conservative orientation (CO) on perceived business performance (PBP) of…
Abstract
Purpose
This paper aims to investigate the direct and combined impacts of entrepreneurial orientation (EO) and conservative orientation (CO) on perceived business performance (PBP) of small- and medium-sized enterprises (SMEs) under strategic-hybrid orientation (SHO) theory.
Design/methodology/approach
The data collected from the SABI NEO international database has 90 companies in 13 medium-to-high and high-tech activity sectors. The authors used partial least squares structural equation modelling to test the research model.
Findings
Business strategies match a SHO that includes both orientations, i.e. EO and CO. Moreover, as expected, the authors found evidence that each orientation produces performance-related sign-opposite significant impacts. Finally, the hypothesis regarding the positive synergistic effect of both orientations (EO and CO) on PBP was also supported.
Research limitations/implications
One stems from the study’s cross-sectional nature, requiring a longitudinal approach. Another one resides in the absence of further examinations concerning multigroup analysis. Another restraint is the limitedness of data, focused on firms with med/high-tech intensity. For last, while the use of results in the initial stages of theory development can be beneficial, it is important to note that such results cannot be simply extrapolated or generalized to other industrial sectors without careful consideration of the contextual factors at play.
Social implications
This study humbly endeavours to contribute to the finality of SMEs’ more steady and prosperous existence concerning the consciousness of the need to improve labour stability and wage fairness, conditions such as requiring a continuous commitment.
Originality/value
In this study, the authors aimed to investigate the impact of SHO on SMEs’ PBP. To this end, the authors simultaneously used two different strategic orientations (SOs): EO, which is widely studied in the literature, and CO, which has been less researched. The authors also examined their synergistic effects on PBP. The authors’ approach is based on Venkatraman’s strategic orientation of business enterprises model and the comparative paradigm of SOs.
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Abdelkebir Sahid, Yassine Maleh and Mustapha Belaissaoui