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Article
Publication date: 3 August 2022

Damla Ayduğ and Esmahan Ağaoğlu

The purpose of this study is to examine the mediation role of intentional organizational forgetting in the relationship between organizational learning and innovation

Abstract

Purpose

The purpose of this study is to examine the mediation role of intentional organizational forgetting in the relationship between organizational learning and innovation management according to faculty members’ opinions.

Design/methodology/approach

Research was designed as a relational survey model. The population of the study consisted of faculty members who work at X University, Y University and Z University during 2019–2020 academic year. The sample consisted of 524 faculty members who were selected by using stratified sample technique from the population. Data of the study was collected with organizational learning scale, organizational forgetting scale and innovation management scale. In the analysis of the research data, descriptive statistics, correlation analysis, structural equation modeling and bootstrapping method were applied.

Findings

According to the results of the study, it was found statistically meaningful and positive relationships between organizational learning, innovation management and intentional forgetting in higher education institutions with respect to faculty members’ opinions. Moreover, according to the results of structural equation modeling, it was found that intentional forgetting had a partial mediating effect in the relationship between organizational learning and innovation management. Finally, according to the results of bootstrapping analysis, indirect effects were found to be significant.

Originality/value

Based on research results, it may be recommended for practitioners that higher education institutions implement both organizational learning processes and intentional forgetting processes effectively at the same time to become a more innovative organization.

Details

Journal of Workplace Learning, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 14 June 2022

Ruida Li, Li Zheng and Ling Yuan

External environment drives established enterprises to employ management innovation. Drawing on dual-process theories, this paper purports to investigate TMT's intuitive…

Abstract

Purpose

External environment drives established enterprises to employ management innovation. Drawing on dual-process theories, this paper purports to investigate TMT's intuitive and rational decision-making styles as mediating roles between perceived environmental turbulences and management innovation, and explain how organizational slack play an critical moderating role.

Design/methodology/approach

SPSS 25 is used to test 120 established enterprises' top management team (TMT) samples in China, and the moderated mediation model is empirically tested by using hierarchical regression analysis and conditional process analysis.

Findings

Perceived environmental turbulences promotes management innovation. Organizational slack as contextual variable influences the relationship between technology turbulence and TMT's decision-making styles. Interestingly, only perceived technology turbulence indirectly affects management innovation through TMT's intuitive decision-making when moderated by organizational slack. However, the indirect effect from perceived market turbulence to management innovation through TMT's rational decision-making is not significant when moderated by organizational slack.

Originality/value

Based on management innovation's human agency perspective, TMT's decision-making styles have not been discussed in research on management innovation. This paper sheds light on TMT's decision-making styles as mediating role.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

Keywords

Content available
Article
Publication date: 7 June 2022

Yasmine YahiaMarzouk and Jiafei Jin

COVID-19 and its economic consequences have provoked critical views on worldwide sustainable management, especially in the Arab world. Post-COVID-19, sustainability…

Abstract

Purpose

COVID-19 and its economic consequences have provoked critical views on worldwide sustainable management, especially in the Arab world. Post-COVID-19, sustainability becomes important because the pandemic taught humanity to set aside differences and work together to support the global sustainability agenda. On the organizational level, sustaining an organization's competitive advantage is a key to surviving a crisis. Therefore, this study explores the impact of environmental scanning on sustaining Egyptian manufacturing SMEs' competitive advantage through organizational innovation.

Design/methodology/approach

The study adopts a cross-sectional design to collect data. A self-administered questionnaire was used to collect data from a sample of 249 Egyptian SMEs. The smart partial least square structural equation modeling technique (PLS-SEM) was employed to test hypotheses.

Findings

Organizational innovation has an effect on competitive advantage. There is no direct effect of environmental scanning on competitive advantage. However, organizational innovation fully mediates the relationship between environmental scanning and competitive advantage.

Research limitations/implications

The sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and in other countries. The study was cross-sectional and could not trace long-term effects of environmental scanning and organizational innovation on competitive advantage.

Practical implications

In the face of crises, Egyptian SMEs' managers should regularly scan their environments to build organizational innovation and in turn sustain their competitive position.

Originality/value

This study is amongst the first to investigate the role played by environmental scanning in sustaining Egyptian SMEs competitive advantage through the mediation of organizational innovation amidst the COVID-19 epidemic.

Details

Management & Sustainability: An Arab Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2752-9819

Keywords

Book part
Publication date: 16 September 2017

Maya Cara, Julian Birkinshaw and Suzanne Heywood

In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced…

Abstract

In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced complexity, which is the extent to which the organizational environment makes it challenging for decision makers to do their jobs effectively. We distinguish experienced complexity from structural complexity, which is the elements of the organization, such as the number of reporting lines or integrating mechanisms, that are deliberately put in place to help the organization deliver on its objectives, and we argue that structural complexity correlates positively with firm-level innovation, while experienced complexity correlates negatively with innovation. Using a novel dataset combining survey and objective data on 209 large firms, we find support for our arguments.

Details

Entrepreneurship, Innovation, and Platforms
Type: Book
ISBN: 978-1-78743-080-8

Keywords

Article
Publication date: 5 April 2022

Longjun Liu, Qing Fan, Ruhong Liu, Guiqing Zhang, Wenhai Wan and Jing Long

This study aims to explore whether digital platform capabilities (integration and reconstruction) affect technological innovation through knowledge bases in the dimensions…

Abstract

Purpose

This study aims to explore whether digital platform capabilities (integration and reconstruction) affect technological innovation through knowledge bases in the dimensions of breadth and depth and the moderating role of organisational routines updating.

Design/methodology/approach

Hierarchical regression, mediation effect test macro and bootstrap were conducted to empirically analyse two waves of longitudinal survey data from 179 Chinese technology firms.

Findings

Results confirmed that knowledge bases (breadth and depth) mediated the effect of digital platform capabilities (integration and reconstruction) on technological innovation and that updating of organisational routines moderated the relationship between knowledge bases and technological innovation.

Practical implications

These findings offer guidance to firms that aim to achieve technological innovation and advantages, highlighting the importance of digital platform capabilities, knowledge bases and organisational routines updating.

Originality/value

Advancing from existing digital strategies and firm innovation literature, the authors provide a new perspective (knowledge bases) to respond to the information technology (IT) paradox and understand the role of digital platform capabilities in improving technological innovation.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Book part
Publication date: 12 April 2012

Seleshi Sisaye and Jacob G. Birnberg

The literature on organizational learning is very rich and complex. Although most research on learning suggests that it involves individual cognitive, cultural, social…

Abstract

The literature on organizational learning is very rich and complex. Although most research on learning suggests that it involves individual cognitive, cultural, social, and institutional changes and development, there are slight variations in terms of the number of factors various authors associate with these changes. We discuss the work of several authors as providing a contextual framework for viewing learning as involving both the adoption and diffusion of innovations.

Details

An Organizational Learning Approach to Process Innovations: The Extent and Scope of Diffusion and Adoption in Management Accounting Systems
Type: Book
ISBN: 978-1-78052-734-5

Book part
Publication date: 15 July 2019

Saba S. Colakoglu, Niclas Erhardt, Stephanie Pougnet-Rozan and Carlos Martin-Rios

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…

Abstract

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.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78973-852-0

Keywords

Book part
Publication date: 6 May 2003

Seleshi Sisaye

Accounting for quality and improved organizational performance has recently received attention in management control research. However, the extent to which process…

Abstract

Accounting for quality and improved organizational performance has recently received attention in management control research. However, the extent to which process innovation changes have been integrated into management control research is limited. This paper contributes to that integration by drawing from institutional adaptive theory of organizational change and process innovation strategies. The paper utilizes a 2 by 2 contingency table that uses two factors: environmental conditions and organizational change/learning strategies, to build a process innovation framework. A combination of these two factors yields four process innovation strategies: mechanistic, organic, organizational development (OD) and organizational transformation (OT).

The four process innovation typologies are applied to characterize innovations in accounting such as activity based costing (ABC). ABC has been discussed as a multi-phased innovation process that provides an environment where both the initiation and the implementation of accounting change can occur. Technical innovation can be successfully initiated as organic innovation that unfolds in a decentralized organization and requires radical change and double loop learning. Implementation occurs best as a mechanistic innovation in a hierarchical organization and involving incremental change and single loop learning. The paper concludes that if ABC is integrated into an OD or OT intervention strategy, the technical and administrative innovation aspects of ABC can be utilized to manage the organization’s operating activities.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-1-84950-207-8

Book part
Publication date: 27 September 2019

Claudia Ramos-Garza and Leticia Ramos-Garza

For an organization to be competitive, it needs to constantly innovate. For this to happen, you need the right combination of leaders, talented people, organizational

Abstract

For an organization to be competitive, it needs to constantly innovate. For this to happen, you need the right combination of leaders, talented people, organizational characteristics, and culture. In the chapter, the authors included different perspectives of leadership and models of organizational culture. Both are relevant topics in the field of organizational behavior related to innovation as well as organizational effectiveness.

Book part
Publication date: 10 August 2018

Andani Thakhathi

Contemporary organizations are facing an operating environment characterized by volatile, uncertain, complex, ambiguous, and “permanent whitewater.” To sustain high…

Abstract

Contemporary organizations are facing an operating environment characterized by volatile, uncertain, complex, ambiguous, and “permanent whitewater.” To sustain high performance in this context, organizations must be able to change and develop as efficiently and effectively as possible. Within organizations, there are actors who catalyze and advance change in this manner; these actors are known as “champions.” Yet the scholar who wishes to conduct research concerning champions of change and organizational development is likely to be met by a highly fragmented literature. Varying notions of champions are scattered throughout extant research, where authors of articles cite different sources when conceptualizing champions; often superficially. Furthermore, many types of highly specific and nuanced non-generalizable champions have proliferated, making it difficult for practitioners and researchers to discover useful findings on how to go about making meaningful changes in their context. The purpose of this study was to address these problems for practitioners and researchers by engendering thoroughness, clarity, and coherence within champion scholarship. This was done by conducting the first comprehensive, critical yet insightful review of the champion literature within the organizational sciences using content analysis to re-conceptualize champions and develop a meaningful typology from which the field can be advanced. The chapter first suggests a return to Schön (1963) as the basis from which to conceptualize champions and, second, offers a typology consisting of 10 meta-champions of organizational change and development – Collaboration, Human Rights, Innovation, Product, Project, Service, Strategic, Sustainability, Technology, and Venture Champions – from which change practice and future research can benefit.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78756-351-3

Keywords

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