A model-driven framework to support strategic agility: Value-added perspective

Tsilionis, Konstantinos; Wautelet, Yves

doi:10.1016/j.infsof.2021.106734

Cited by 18 publications

(9 citation statements)

References 52 publications

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“…To achieve this competitive edge, it is critical to understand both the technological tools and the best approaches for enterprises to manage technology ( Gastaldi et al, 2022 ). Technology strategy is characterized as the successful identification, selection, acquisition, development, exploitation, and preservation of technologies (including product, procedure, and even infrastructural) required to achieve, maintain, and perform in accordance with the strategic goals of the company ( Tsilionis and Wautelet, 2022 ). Acquisitions have an evident influence on organizations’ innovation performance ( Strobl et al, 2022 ).…”

Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

Role of Technological Acquisition and R&D Expenditure in Innovative Investment

2022

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Despite the mounting importance of digitalization among industries and the corporate sector, the stress on the transformation of business operations is limited, thus creating a gap in the literature. The current study aims at determining the role of technological acquisition and research and development (R&D) expenditure in innovative investment. Technological acquisition and R&D are two crucial indicators of digital innovation. Therefore, to understand this, the current study collected data using a questionnaire survey method from 341 employees of the R&D department in the corporate sector of China. Data analysis was performed using the structural equation modeling (SEM) technique. The software used for the statistical analysis of the data was Smart-PLS. Results of the study showed a significant relationship between the independent variables (technological acquisition and R&D) and the dependent variables (innovative investment and attitude toward digital innovation). The study also found that attitude toward digital innovation among the employees positively and significantly impacted innovative investment. Moreover, attitude toward digital innovation acts as a partial mediator between technological acquisition and innovative investment, and R&D and innovative investment. Furthermore, technological culture significantly moderated the relationship between technological acquisition and innovative investment, but did not moderate the relationship between R&D and innovative investment. Henceforth, to practically imply the present study, it is important to ensure the use of the technology is made common by providing training to the employees so that the technical skills of the employees can be polished and utilized for the betterment of the firm.

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Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

Role of Technological Acquisition and R&D Expenditure in Innovative Investment

2022

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“…In model ( 2), the impact of information technology on strategic agility was tested. Finally, in model (3), the interaction between the independent and the moderator was tested. The results in Table 4 displayed the output of hierarchical multiple regression.…”

Section: The Results Of Hierarchical Multiple Regressionmentioning

confidence: 99%

“…Within the same context, Koç yiit and Akkaya [29] proved that the organic structure boosts organizations' agility and enables flexibility. Organizations within the organic structure will respond quickly and successfully, according to Tsilionis and Wautelet [3]. They argued that flexible flat structures furnish fast response, particularly during COVID-19.…”

Section: Organizational Structure (Os)mentioning

confidence: 99%

“…The pandemic has created an environment of unprecedented hyper-complexity and continuous change. Consequently, the rules of the competitive game are changing faster than organizations can react to them [3].…”

Section: Introductionmentioning

confidence: 99%

“…Meanwhile, Fakunmoju et al [13] highlighted the association between strategic agility and information technology capabilities as a prerequisite for achieving competitive advantage. Tsilionis and Wautelet [3] remarked that leadership awareness of strategic developments and their ability to allocate and redeploy resources are crucial for organizational agility.…”

Section: Introductionmentioning

confidence: 99%

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The Impact of Internal Environment Factors in Achieving Strategic Agility During COVID- 19 Pandemic at Jordanian Commercial Banks: The Moderating Role of Information Technology

Bakiro¹

2022

IJSDP

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To remain competitive in today's uncertain business environment, banks must develop capabilities that enable them to adapt and respond quickly to market changes. Therefore, this study aims to examine the impact of internal environmental factors on achieving strategic agility through the moderating role of information technology at the Jordanian Commercial Banks. Out of the 13 banks, 10 took part in the survey. Internal environmental factors being investigated include agile human resources, organizational structure, and organizational culture. The 240 middle and first-line managers who worked at the headquarters of the 10 banks made up the sampling unit. To get the information and data needed, 240 questionnaires were sent out, and 203 of them could be used for statistical analysis. The results indicate a statistically significant impact of internal environmental factors in achieving strategic agility. The findings of the moderation hypothesis also reveal that information technology as a moderator has improved the impact of internal environmental factors in achieving banks' strategic agility by 0.04. The results show that the agility of human resources has the highest impact in achieving banks' strategic agility. Consequently, it was recommended to enhance the skills and competencies of the banks' staff and to equip them with the needed training courses to be able to adapt to change successfully.

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