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Article
Publication date: 6 March 2017

Avanti Fontana and Soebowo Musa

This paper aims to validate the measurement of entrepreneurial leadership (EL) in the context of innovation management and strategic entrepreneurship, and to examine the…

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Abstract

Purpose

This paper aims to validate the measurement of entrepreneurial leadership (EL) in the context of innovation management and strategic entrepreneurship, and to examine the relationship between EL and the innovation process (IP). It proposes the measurement of EL and outlines the reason and the importance of EL in the IP. The study further examines whether the IP would have direct impact on innovation performance.

Design/methodology/approach

The paper opted for an explanatory and confirmatory study using a quantitative approach employing an online survey/questionnaire distributed to two groups of employees representing middle and senior management having mixed background such as finance, marketing, operations and management. The first group consists of 222 respondents spread across multiple industries, and the second group consists of 60 respondents mainly from the financial services industry to validate the measurement of the EL construct.

Findings

The paper provides empirical insights into the validation of EL measurement through two samples, and on the impact of EL in fostering all elements in the IP (i.e. idea generation, idea selection and development or idea conversion and idea diffusion). The paper also confirms some of the literature views on the difficulty of identifying a significant relationship between the IP and innovation performance. It suggests counterintuitively that the IP may not necessarily have a positive relationship with innovation performance.

Research limitations/implications

Most of the respondents were those from the financial services industry, which may have an impact on the overall model but less on the validation of the EL measurement. The research affirms the theoretical concept of the dimensions of EL and validates its measurement. The research also shows intriguing findings on the missing link between the IP and innovation performance. Therefore, researchers are encouraged to identify variables or factors that should link the influence of the IP on innovation performance so that the contribution of innovation management to competitiveness can be clearly identified.

Practical implications

The research validates the measurement of the EL construct, which could be used as a screening tool in measuring the EL capacity at all levels within an organization as part of its leadership development in fostering its IP.

Originality/value

This paper fulfills an identified need to have a validated measurement of EL and its relationship with the IP.

Details

International Journal of Innovation Science, vol. 9 no. 1
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 12 December 2024

Soebowo Musa and Doddy T.P. Enggarsyah

This paper examines the relationships of absorptive capacity, organizational creativity and agility to organizational resilience and competitive advantage in disruptive…

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Abstract

Purpose

This paper examines the relationships of absorptive capacity, organizational creativity and agility to organizational resilience and competitive advantage in disruptive environments and proposes modeling these relationships.

Design/methodology/approach

Data were collected from 216 respondents out of the 300 targeted respondents (a response rate of 72%) across different industries. The questionnaire data were analyzed using structural equation modeling.

Findings

The paper provides empirical insights into how resilience is created through the interactions between absorptive capacity, organizational creativity and agility. It suggests that organizational creativity acts more as a “determinant force” in enhancing resilience in the disruptive environment, whereas organizational agility is more associated with competitive advantage. This study also shows the bi-directional relationships between organizational resilience and creativity. In a disruptive environment, an organization tends to seek new knowledge externally through its absorptive capacity to foster its creativity to build resiliency, whereas organizational resilience is also needed for the organization to promote its creativity.

Research limitations/implications

The research was conducted using cross-sectional data; thus, causality among the constructs could not be fully established.

Practical implications

The paper shows that an organization needs to build a culture of learning to enhance its absorptive capacity, creativity and resilience capabilities and sustain its competitive advantage.

Originality/value

This paper fulfills an identified need to study how absorptive capacity, organizational creativity, agility and resilience play strategic roles interactively and differently in developing a firm’s competitive advantage in a disruptive environment.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 21 February 2025

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

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Abstract

Purpose

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

Design/methodology/approach

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

Findings

A firm’s survival in the face of major environmental disruption requires them to be resilient. Prospects of strengthening resilience and successfully navigating the unpredictability can be substantially improved through the development and enhancement of capabilities that include organizational creativity, absorptive capacity and organizational agility.

Originality/value

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.

Details

Strategic Direction, vol. 41 no. 2
Type: Research Article
ISSN: 0258-0543

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