The aim of this paper is to study the influence of the environment on the link between intellectual capital and ambidextrous innovation. The environment has been considered taking into account the technological turbulence and the market turbulence. Using a questionnaire survey approach, data were obtained from 155 directors representing Tunisian SMEs. Two main theoretical implications were highlighted. The first is the extent of the intellectual capital contribution, with its human, organizational and relational components, to the reading of the ambidextrous innovation within the organization. The second is the moderating role of environmental turbulence. From a practical side, the study tried to reap the intellectual capital benefits and the intermediate effect of environmental turbulence to improve the manager’s yields in term of innovation. Interestingly, results show that human capital affects ambidextrous innovation. It influences radical innovation more than incremental innovation. Relationship capital promotes only incremental innovation. Organizational capital influences ambidextrous innovation. Its effect on incremental innovation is greater than on radical innovation. Both technological and market turbulences moderate negatively the human capital effect on incremental innovation. Counter to our expectations, however, environmental turbulence does not moderate the interrelationships selectively between relational capital, organizational capital and ambidextrous innovation. The present study is one of the few studies conducted in Tunisia investigating the field of intellectual capital and the first studying its effect on the ambidextrous innovation in a turbulent environment.

This research investigates the effect of inter organisational collaboration on ambidextrous innovation, in Tunisian virtual companies, and the moderating role of e-leadership. To achieve the purpose, a quantitative study was conducted on 217 virtual team members. The data analysis was conducted via the structural equation modelling method. The empirical study revealed that customer, competitor and supplier coordination have a significant impact on exploitation innovation. The results also confirm that customer coordination has an effect on exploration innovation. By the way, the coordination effect with competitors and suppliers on exploration innovation is not significant. The e-leadership moderation is confirmed on verified links. The research path revealed a scarcity of research done on the relations between the variables study. The mediating effects of the e-leadership on the dependent and independent variables have never been explored earlier. The study makes an original contribution to the field of knowledge for practitioners and academicians.

Much of the prior research on entrepreneurial orientation (EO) has focused on its determinants. This paper attempts to extend a point of view by which the EO allows to grasp the internal and external organizational conditions in order to update its business opportunities and innovate (Aloulou and Fayolle, 2005). The study examines the link between entrepreneurial orientation and innovation intensity through intellectual capital in a turbulent context. Research features were drawn in the light of the literature review and access to the ground. After stimulating the debate on the EO phenomenon and ensuring a critical revisit of its approach, the empirical basis was formed by 155 questionnaire surveys among industrial companies active in Tunisia. The mediating role of intellectual capital and the moderating role of environmental turbulence are highlighted while detecting the context specificities. Analysis reveals important contributions in the management research field.

Transformational leadership is an important factor affecting organisational performance. Many studies have shown that transformational leadership has positive and significant influence on organisational performance. Based on a literature review and previous work, this study aims to investigate the impact of transformational leadership on organisational performance and to examine whether organisational learning and open innovation is a mediator between their relationships. A quantitative analysis is performed via a questionnaire. The data analysis was conducted thanks to the structural equation modelling method. The research sample consisted of 202 respondents from Tunisian enterprises chosen through non-probabilistic convenience sampling. The findings of this study provide evidence that transformational leadership, organisational learning and open innovation have significant positive relationship influence on organisational performance. The research also demonstrates that there is a significant effect on the role of mediation in organisational learning and open innovation on the relationship between transformational leadership and organisational performance. The study suggests that if organisation principals use the strategies of transformational leadership and organisational learning at the same time, organisational learning was highly effective to achieve open innovation and subsequently a performance within the organisation.