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Article
Publication date: 22 June 2021

Tayfun Yildiz and Zafer Aykanat

The field of strategic management mainly concerns with the achievement and sustainability of competitive advantage since the sustainability of strategic competitive…

Abstract

Purpose

The field of strategic management mainly concerns with the achievement and sustainability of competitive advantage since the sustainability of strategic competitive advantage is more challenging. The concept of innovation can also be regarded as a to respond continuously changing environmental conditions and to sustain firm profits. The aim of this paper is to examine the mediating role of organizational innovation for the impact of strategic agility on firm performance and to determine the relationship among variables. Although there is a significant amount of work on organizational innovation, literature is still lacking in the debate on strategic agility and firm performance.

Design/methodology/approach

An online questionnaire was administered to 216 firms operating in the Sakarya Organized Industrial Zone (Marmara Region of Turkey) during September–December 2019 and the data were analyzed using structural equation analysis for hypothesis testing.

Findings

Results reveal that strategic agility has a positive impact on both firm performance (ß = 0.895) and organizational innovation (ß = 0.854), and organizational innovation (ß = 0.485) plays a partial mediating role on this relationship.

Originality/value

The results of this study improve our understanding of how these factors affect firm performance in the organized industrial zone.

Details

World Journal of Entrepreneurship, Management and Sustainable Development, vol. 17 no. 4
Type: Research Article
ISSN: 2042-5961

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Article
Publication date: 2 March 2021

Bo Song and Zhonghua Zhao

How do institutional pressures influence the cluster firm’s innovation? Institutional pressure consists of regulative, normative and cognitive pressures; most scholars…

Abstract

Purpose

How do institutional pressures influence the cluster firm’s innovation? Institutional pressure consists of regulative, normative and cognitive pressures; most scholars have only focused on the influence of regulative pressure as institutional environment on innovation. In addition, the nature of strategic cognition, as the mediator act on innovation strategy, remains underexplored in the literature. Based on institution theory and ambidextrous innovation theory, this study aims to propose a framework to examine the mechanism of institutional pressures acting on ambidextrous innovation through the moderated mediating role of strategic cognition in clusters.

Design/methodology/approach

Using survey data collected from 422 sampled firms in China, regression models were used to test hypotheses from the mediating role of strategic cognition between institutional pressures and cluster firm’s ambidextrous innovation.

Findings

The results showed that regulative, cognitive pressures and, especially, normative pressures have significant positive effects on cluster firms’ ambidextrous innovation. Strategic cognition presented by prospector and analyzer mediates the relationship between institutional pressure and ambidextrous innovation except defender; dynamic environment positively moderates the mediating effects of prospector cognition on explorative innovation, and negatively moderates the mediating effects of analyzer cognition on exploitative innovation.

Originality/value

The findings of this study have some implications that strategic cognition played a partially meditating role between the institutional pressure and ambidextrous innovation. Government should construct a dynamic innovation policy system according to the resource endowment in different regions; furthermore, classification support system to cluster firms with different strategic cognition should be built.

Details

Chinese Management Studies, vol. 15 no. 2
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 16 May 2016

Sonia Taneja, Mildred Golden Pryor and Mario Hayek

The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term…

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3450

Abstract

Purpose

The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability and viability.

Design/methodology/approach

This study of small business innovation includes reviewing the types and determinants of innovation as well as strategies to overcome innovation barriers. In addition, the authors developed a model that portrays elements needed for strategic innovation that supports the long-term viability of small businesses.

Findings

Small businesses serve as the economic foundation for many nations because they stimulate innovation, provide jobs, foster competitiveness and support overall economic growth. Small businesses can rapidly adapt to change, adopt new strategies and provide flexibility that supports strategic innovation. As a result, strategic innovation is a key driver of sustainable competitive advantage for small businesses.

Practical implications

Small business leaders need to integrate strategic innovation with their strategic planning to remain competitive. The strategic innovation model presented in this paper can assist them in understanding elements needed for successful strategic innovation and long-term viability.

Social implications

Globally, small businesses exert a strong influence on economic growth and create opportunities, employment and technological development. This paper will assist small business leaders as they strive to use strategic innovation to strengthen their competitive capabilities.

Originality/value

The unique strategic innovation model that the authors developed can help small businesses to achieve long-term sustainability and viability in the competitive marketplace.

Details

Journal of Business Strategy, vol. 37 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 19 September 2019

Lin Yang, Chenwu Xu and Guoguang Wan

Drawing on the related insights from the upper echelon perspective, modern cognitive theory and path dependence theory, this paper aims to first integrate top management…

Abstract

Purpose

Drawing on the related insights from the upper echelon perspective, modern cognitive theory and path dependence theory, this paper aims to first integrate top management teams (TMTs) overseas experiences, research and development (R&D) strategic decision-making and innovation performance into a uniform theoretical framework and try to understand TMTs’ overseas experiences accounting for both the direct and indirect mechanisms of the variables involved within the transition economy of China.

Design/methodology/approach

The paper adopts research sample from the listed companies on the Growth Enterprises Market Board (GEMB) of Shenzhen Stock Exchange of China due to their stronger innovation consciousness. The research data are mainly from the WIND database of China, as the data issued in this database must be checked and approved by China’s legal institutions including China Securities Regulatory Commission and its authorized agencies. The samples cover different types of ownership and the vast majority of industries of China, which makes the objects a wide range of coverage and representativeness. In addition, according to suggestions of Podsakoff et al. (2003), the authors design the controlling measures from two aspects of data collection and statistical analysis to reduce the homologous error as much as possible.

Findings

Empirical results show that innovation performance is positively affected by the centrality overseas functional experience and industrial experience but negatively affected by the heterogeneity of overseas functional experience of TMT. Meanwhile, R&D intensity and modes play partially mediating effect in the relationship between TMTs’ overseas functional experience centrality and industrial experience heterogeneity and innovation performance, but for the relationship between overseas functional experience heterogeneity and innovation performance, R&D intensity leads to fully mediating effect.

Originality/value

This study contributes toward filling the gaps by elucidating the effect of TMTs’ overseas experiences on the innovation performance, identifying the mediating role of R&D strategic decision-makings in this relationship and empirically examining the acting mechanisms and paths of the variables involved in the Chinese context. In addition, practitioners could use these findings to improve their selection and training processes regarding both the top management members and the designing of the R&D strategies.

Details

Chinese Management Studies, vol. 13 no. 4
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 3 September 2018

Bilal Ahmad Khan and Hummayoun Naeem

The purpose of this paper is to present a new conceptual framework for service organizations to achieve sustainable business performance through strategic quality…

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1196

Abstract

Purpose

The purpose of this paper is to present a new conceptual framework for service organizations to achieve sustainable business performance through strategic quality orientation and innovation capabilities on the basis of relevant literature review and integration of various innovation and business sustainability theories and models. The study tests if the strategic quality orientation enhances innovation capabilities in terms of exploitation and explorative innovation, which, in turn, can lead to sustainable business growth. Mediating impact of innovation capabilities between strategic quality orientation and sustainable business growth relationship is also examined.

Design/methodology/approach

A conceptual framework was developed to test and establish these relationships. Results were analyzed based on 442 questionnaires collected from five different service industries of Pakistan, and the structural equation modeling technique was used to empirically test the conceptual framework.

Findings

The results indicate that strategic quality orientation directly affects innovation capabilities and sustainable business growth and also indirectly impacts sustainable business growth through its effect on innovation capabilities.

Practical implications

The study suggests service organizations can jointly implement quality and innovation using a structured approach, with strategic quality orientation as the foundation. In this way, they can leverage from their strategic quality management, supplier relationship, corporate quality culture, continual improvement and people management in order to ensure innovation and sustainability in their business growth.

Originality/value

The study integrates strategic quality orientation and innovation capabilities, and validates a new organizational framework through empirical examination which can be used by service organizations to ensure their sustainable business growth.

Details

International Journal of Quality & Reliability Management, vol. 35 no. 8
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 13 September 2011

Triin Kask

The purpose of this paper is to find out how strategic decisions have resulted in innovation in the context of the organizational environment. The author studies…

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1591

Abstract

Purpose

The purpose of this paper is to find out how strategic decisions have resulted in innovation in the context of the organizational environment. The author studies connections between strategic decision making and innovation to find out what kinds of factors of the organizational environment influence strategic decisions that lead an organization to innovate.

Design/methodology/approach

The theoretical and empirical part proceeds from dividing strategic decisions into proactive and reactive; the environment into internal and external, including primary and secondary environment, and dynamic capabilities; and innovation into product, process, marketing and organizational innovation. The study uses qualitative research and case study methodologies to analyse the case of an Estonian IT company, MicroLink.

Findings

The results show that even if innovation is not strategically managed in a company, it can still be innovative. However, the potential for different types of innovation at the organizational and local and global market level is very often determined by the company's general strategic vision and its proactive nature, which should be supported by its dynamic capabilities.

Practical implications

Based on the results, some conclusions are also presented for other Estonian IT companies in terms of what aspects they should keep in mind when making strategic decisions and implementing innovation.

Originality/value

The paper contributes to the understanding of how innovation evolves and it is presumed that innovation is not always a purposeful, but rather an episodic manifestation that could be a result of strategic decisions. Besides, product and process innovation, this study also helps to highlight the role of marketing and organizational innovation, which have gained much less attention in the literature.

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Article
Publication date: 29 May 2018

Pasi Aaltola

This paper aims to explore management control in the strategic development of business model and managerial innovations. The issue is approached from the perspective of…

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1684

Abstract

Purpose

This paper aims to explore management control in the strategic development of business model and managerial innovations. The issue is approached from the perspective of managerial work, aiming to outline what managers consider as essential elements of management control in these often iterative and learning-intensive developmental activities.

Design/methodology/approach

The study is based on the views of 20 managers engaged in strategic development and its control in various organisations. The interview data consist of the respondents’ experiences and project cases involving non-technological innovations. Qualitative content analysis is used to identify three key concepts of management control of business model and managerial innovations.

Findings

The findings suggest that with managerial and business model innovation, appropriate management control could be established by aligning the innovation being developed with the strategic story of the organisation, leveraging co-creational projects and experimentation with close customer contact.

Research limitations/implications

The focus of this qualitative research is on building an initial framework. Future research could expand understanding of managerial work and accounting by examining this study’s outcomes in more practical detail in various contexts.

Practical implications

The findings of this study lead managers and researchers to consider management control of non-technological innovations as an enabling system supporting successful innovations.

Originality/value

This study adds a unique perspective to the literature by conceptualising and offering managerial implications for management control in the context of strategic development of non-technological innovations.

Details

Qualitative Research in Accounting & Management, vol. 15 no. 2
Type: Research Article
ISSN: 1176-6093

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Article
Publication date: 6 September 2013

Tanya Sammut‐Bonnici and Sotirios Paroutis

This paper aims to lay the foundations to develop a dominant logic and a common thematic framework of strategic innovation (SI) and to encourage consensus over the field's…

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1614

Abstract

Purpose

This paper aims to lay the foundations to develop a dominant logic and a common thematic framework of strategic innovation (SI) and to encourage consensus over the field's core foundation of main themes.

Design/methodology/approach

The paper explores the intersection between the constituent fields of strategic management and innovation management through a concept mapping process. The paper categorizes the main themes and search for common ground in order to develop the core thematic framework of SI. The paper looks at the sub‐themes of SI in published research and develops a more detailed framework. The conceptual categories derived from the process are then placed in a logical sequence according to how they occur in practice or in the order of how the concepts develop from one other.

Findings

The results yield seven main themes that form the main taxonomy of SI: types of SI, environmental analysis of SI, SI planning, enabling SI, collaborative networks, managing knowledge, and strategic outcomes.

Research limitations/implications

The new thematic framework the paper is proposing for SI remains preliminary in nature and would need to be tried and tested by researchers and practitioners in order to gain acceptability. Academic rigor and methodological structure are not sufficient to determine whether our conceptual framework will become widely diffused in academia and industry. It would have to pass through an emergent, evolutionary process of selection, adoption and an inevitable degree of change and adaptation, just like any other innovation.

Practical implications

The practical implications concern the production of instructive material and the application of strategic management initiatives in industry. The proposed themes and sub‐themes can serve as a logical framework to develop and update publications, which have been instrumental in their own right to shape the field. The paper also provides a checklist of potential research projects in SI, which will improve and strengthen the field. The new framework provides a comprehensive checklist of strategic management initiatives that will help industry to initiate, plan and execute effective innovation strategies.

Originality/value

The concept mapping of the themes of SI yields a new dominant logic, which will influence the evolution of the field and its relevance to both academia and industry.

Details

Management Research Review, vol. 36 no. 10
Type: Research Article
ISSN: 2040-8269

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Book part
Publication date: 12 May 2017

Mitsuru Kodama

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of…

Abstract

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

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Article
Publication date: 7 September 2020

Jorge Ferreira, Arnaldo Coelho and Luiz Moutinho

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new…

Abstract

Purpose

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.

Design/methodology/approach

This investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.

Findings

The results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.

Research limitations/implications

This study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.

Practical implications

To fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performance

Originality/value

This paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

Details

Management Decision, vol. 59 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

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