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This study investigates the impact of personal, organisational and innovation capability on technological innovation and further impacts on small and medium enterprises’ (SMEs') performance during uncertainty. Moreover, the moderator role of social sustainability orientation on the relationships of technological innovation, innovation performance and organisational resilience is also examined.

A quantitative approach using 524 SME responses and Smart PLS 4.0 are adopted in this research.

The results indicate a correlation between three types of capabilities with technological innovation and further conversion to organisational resilience. Additionally, social sustainability shows a negative moderating effect between innovation performance and organisational resilience. The research findings advanced the resources-based-view (RBV) by proposing three capability dimensions as platforms for SMEs' innovation success, which later generate resilience possibilities. Specifically highlighted in this study are the personal capabilities of managers, organisational capabilities and innovation capabilities in setting business objectives and resource allocation towards economic and sustainable goals during turbulence and uncertainty.

This study investigates the role of technological innovation and innovation on SME resilience. Notably, we deploy the social sustainability orientation as moderators towards the relationship between technological innovation, innovation performance and SMEs’ resilience. SMEs employing social sustainability orientation might negatively inhibit the translation from innovation performance to SME resilience, providing novel insights into navigating uncertainty in modern business. It has no effect on the relationship between technological innovation and its consequences.

Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM practices on product and process innovation of firms via the mediating role of knowledge management capability and moderating role of innovative culture.

The paper used structural equation modeling and empirical data collected from 271 participants in 156 manufacturing and service firms to examine the level of how knowledge-based HRM practices and knowledge management affect product and process innovation under the moderating role of innovative culture.

The research findings confirm the mediating roles of knowledge management between knowledge-based HRM practices and two specific types of innovation namely product and process innovation. It also firstly reveals the positive moderating role of innovative culture in enhancing the effects of knowledge management on product innovation. The results underline the necessity of building an innovative climate and knowledge-based HRM practices to stimulate knowledge management for improving innovation capability of firms in the developing and emerging markets.

The paper helps bring deeper insights to leaders and practitioners about the new knowledge-based approach that enhances innovation competence for organizations.

The paper significantly contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.

The concept of Sustainability-Oriented Service Innovation (SOSI) has been recently suggested from a conceptual reflection approach in an attempt to integrate innovation and sustainability in services, being an emerging field of innovation in services. This study aims to propose a scale to measure Sustainability-Oriented Service Innovation from the perspective of the company. Because the whole is different from the sum of its different parts, we need to better understand the synergy between sustainability and innovation for the future of tourism companies.

Upon a literature review, we propose a scale and explore its dimensionality with data from 268 to 256 Spanish hotel and travel agency managers, respectively. The dimensionality of the scale for measuring Sustainability-Oriented Service Innovation is similar in hotels and travel agencies.

Five factors emerge from the principal component analyses carried out: two dimensions referred to technological and non-technological innovation, respectively, and three dimensions labelled as economic, social and environmental sustainability.

To guide managers towards their operations, the proposed scale is expected to inspire models to assess the impact of SOSI practices in such a highly competitive industry and to identify the most influencing dimensions on the future performance of the tourism company.

To the best of our knowledge, no scale has been presented so far that brings together the dimensions of technological and non-technological innovation, as well as sustainability from a Triple Bottom Line approach.

The chapter analyzed the conditions and challenges of the innovation in Latin America, and the historical trend in its study in the framework of this handbook. The transformative and inclusive approach of the innovation was evidenced as the most significant ascendent trend in the region. Furthermore, this was identified as a breaking point of the linear individualism of the entrepreneurship and the innovation in Latin America due to this type of innovation that requires high levels of collaboration and strong institutional leaderships. It was highlighted that the major challenge of recovery in the region should be accompanied by a deep transformation in the quality of education because the systematic generation of innovation implies capabilities rather than wills. The chapter closes with a critical reflexion of the phenomenon, the new lines of research in the region, and its implications.

Purpose: The importance of creativity and innovation can’t be overstressed today. Especially in the context of volatility, uncertainty, complexity, and ambiguity (VUCA) world, firms cutting across businesses have to pay special attention to building a culture of creativity and innovation around business processes.

Design/Methodology/Approach: The study uses an extant literature review and practical cases to highlight the parameters required to build a culture of creativity and innovation in companies. These parameters lead to the development of the conceptual framework that can help firms sustain innovation even amidst a fast-changing business environment.

Findings: The findings suggest that focus on internal and external forces is required to keep up innovation efforts in the VUCA world. Being agile with a discrete focus on learning is essential to remain creative and innovative for business sustainability.

Research Limitations/Implications: The study is crucial for academicians, practitioners, and policy makers. It is expected to open new avenues of research for further contributing to the body of knowledge related to the field of creativity and innovation while expected to help society by bringing them more innovative products at pocket-friendly prices.

Originality/Value: The study is unique as it delineates the relationship between creativity and innovation in the context of the VUCA world. The research also offers an innovation framework that is a valuable addition to both fields of academia and corporate.

This chapter reports on the results of extensive research into the role of performance measurement and management control systems in increasing both incremental and breakthrough innovation in large organizations. It includes both business model and technology innovation and is based on extensive large sample survey research and field research with leading global corporations.

The research extends the common exploration/exploitation discussion and describes an “innovation paradox” where the factors that have led to many companies’ successes in achieving organizational excellence and profitability through cost savings and various incremental improvements are the same factors that have inhibited them from developing needed breakthroughs. The chapter also discusses how achieving breakthrough innovation is significantly different in top down versus bottom up organizational designs and systems. The critical role of management control and performance measurement systems is described.

The research provides a new model to achieve breakthrough innovation in large, established corporations. It provides a description and the details of a process – “the Startup Corporation” – that can be implemented in corporations to bring together the benefits of small startups with the benefits of large established companies that have significant resources, networks, and systems to achieve success. By combining these strengths, large established companies can succeed in achieving breakthroughs where they have often failed.

This research over two decades has provided new insights on the differences in the needed management control and performance measurement systems to succeed in breakthrough innovation in addition to the incremental innovation that is so common in large organizations.

This study focuses on the impact of green innovation on oil and gas firms’ performance in the MENA region from 2010 to 2020. Return on assets (ROA) was used to measure the financial performance of firms. However, green innovation was measured using two different scores, namely the environmental pillar and the innovation scores. Additionally, we introduced an oil price-moderated variable to examine its effect on the firm’s performance and the green innovation nexus. We collected data from the DataStream database. Regarding our empirical part, we use the generalized least squares method to carry out the analysis. Results showed a positive impact between green innovation scores and the firm’s performance in the MENA region. Also, we found that green innovation has a linear effect on firm performance. Finally, a negative, moderated effect of crude oil prices on green innovation and the firm’s financial performance nexus has been found.

Sisaye and Birnberg (2010a, 2010b) have described the extent and scope of the innovations dimensions as the degree to which learning has affected the organizational structures and processes of the organization. Within this framework, extent has been defined as the degree to which the innovation affects the organization's management accounting administrative structures, systems, and behaviors of members or units within the organization. Extent is synonymous with the two types of learning identified by Argyris and Schon (1978) discussed earlier. Thus, the learning in the extent dimension varies from a technical change within an existing system (single loop) to the adoption of an entirely new administrative system (double loop). While this continuum extends from technical changes that affect a single process or task to administrative changes that affect organization-wide systems and structures, we will treat them as though they are dichotomous. As indicated earlier (Chapter 2), extent is associated with two types of learning: single loop (technical change within an existing system, i.e., gradual-incremental) and double loop (the adoption of an entirely new system, i.e., radical-transformational) (Argyris & Schon, 1978, 1996).

Thixomolding® refers to a new technology to mold a magnesium alloy in elaborate forms. The actors that introduced this technology in the Netherlands first operated on a regional level. With the support of the Cyclic Innovation Model (CIM), the innovation system was able to evolve by developing new innovations, although initially Class 1 and 2 type of innovations. In the future, the Thixomolding® innovation system will compete on a European scale, and it is expected that products will be developed for many different industries.

This chapter concludes the book on cross-innovation between audiovisual media industries and three other sectors – education, health care and tourism. It emphasises, first, the importance of platformisation as a socio-economic and technological process in framing all cross-innovation processes. It highlights how the rather full platformisation of tourism has negatively affected the interest of the tourism industry small and medium-sized enterprises to cooperate with local media and gaming industries in search of new solutions. Relatedly it proposes a generic conflict between platformisation of specific fields and the health of thematic local cross-innovation systems involving media and creative sectors. It then discusses that the inherent fragmentation of the health and education sectors has not allowed their international platformisation, but constitutes challenges to innovators interested in international scalability. It also discusses the reasons why two publicly coordinated cross-innovation processes – one involving the use of virtual reality in health care and another using augmented reality – have given different results – one a relative success and the other not as of yet. At the end of the chapter final definitions of cross-innovation are offered and the operationalisation of the term and the associated conceptual approach are assessed.