An exploratory examination of the barriers to innovation and change as perceived by senior management

Alshwayat, Dana; Elrehail, Hamzah; Shehadeh, Esam; Alsalhi, Nidal; Shamout, Mohamed Dawood; Rehman, Shafique Ur

doi:10.1016/j.ijis.2022.12.005

Cited by 17 publications

(7 citation statements)

References 81 publications

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“…The empirical study on innovation intentions that has been done is a further source of debate. Some studies have yielded contradictory findings, suggesting that there may be less of a connection between innovation intention and behavior than previously believed (Alshwayat et al, 2022). These results suggest that the idea of innovation intention might not be a reliable indicator of inventive behavior.…”

Section: Innovation Intention (Ii)mentioning

confidence: 67%

Innovation Intention and Market Orientation Towards Corporate Social Innovation

Mustapha,

Seman,

Jali

et al. 2023

The European Proceedings of Social and Behavioural Sciences

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There has been growing interest in corporate social innovation in recent years. Corporate social innovation (CSI) Malaysian businesses are having difficulty implementing corporate social innovation.Another facet of this debate is how to build a more just and sustainable society that prioritizes meeting local needs and finding novel, market-driven solutions. This study explores the notion of corporate social innovation, which has gained recent importance. In this study, the success factor of corporate social innovation is innovation intention that relates to the mission or vision of the business. Firms are aware of the significance of turning innovation intention into innovation performance. Besides, this study also examines the connections between market orientation and innovation, particularly corporate social innovation, which was the main objective of the research in this paper. Market orientation and innovation intention are crucial for businesses aiming to achieve CSI objectives. This paper will adopt the resourcebased view (RBV) theory to examine the link between innovation intention and market orientation to CSI. This paper uses a descriptive study using a survey questionnaire. 171 managers from R&D organizations served as the sample's respondents utilizing a stratified random sampling procedure. This study found a link between corporate social innovation and innovation intention. However, the research found no connection between corporate social innovation and market orientation.

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Section: Innovation Intention (Ii)mentioning

confidence: 67%

Innovation Intention and Market Orientation Towards Corporate Social Innovation

Mustapha,

Seman,

Jali

et al. 2023

The European Proceedings of Social and Behavioural Sciences

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“…Aslam and colleagues claim that promoting ambidexterity within an organization might lead to role conflict and ambiguity [29], hindering employee performance and subsequent organizational outcomes. The most compelling explanation to this limitation is that cultural, social and institutional factors prevalent in developing countries context may pose challenges to ambidexterity adoption [30]. These factors, including risk aversion that leads to high resistance to change, bureaucratic red tape and lack of managerial capabilities, can hinder the successful implementation and performance outcomes of ambidexterity.…”

Section: Discussion and Analysismentioning

confidence: 99%

“…IEEE Transactions on Engineering Management. (In English) 30. Alshwayat D., Elrehail H., Shehadeh E., Alsalhi N., Shamout M., Rehman S. (2023) An exploratory examination of the barriers to innovation and change as perceived by senior management // International Journal of Innovation Studies, no.…”

mentioning

confidence: 99%

Organizational ambidexterity and its performance implications in emerging economies: empirical study from Kazakhstan

Zhaxylyk

2024

jour

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Today Kazakhstan enterprises are constantly challenged to become competitive in the domestic and foreign markets, adequately respond to an increasing number of changes and thus choose between innovations and efficiency. Earlier research proposed an ambidextrous strategy as a means of overcoming this challenge. However, previous literature mainly relies on data from developed economies. Few studies use the data from emerging economies, which includes Kazakhstan. Thus, the aim of this study is to empirically assess the effect of ambidexterity on firm performance and resilience. Following a quantitative method and using a multi-item survey instrument, a total of 323 questionnaires were distributed to 80 different organisations in Kazakhstan. SmartPLS 3 was used to investigate structural equation modelling (SEM) estimates. The results show statistically significant relationships between organisational ambidexterity and firm performance, and between ambidexterity and organisational resilience. The value of this paper lies in the following aspects. First, it extends the research on the impact of organisational ambidexterity on firm performance and the relevance of this relationship to emerging economies. Second, this study is, to the best of our knowledge, the first empirical investigation of the ambidexterity-performance and ambidexterity-resilience relationship in developing countries, particularly in Kazakhstan. An important practical relevance of this study is the finding that the application of organisational ambidexterity in the turbulent environment in which contemporary Kazakhstani firms operate can help transform organisations to respond to market uncertainty in a timely manner and remain competitive.

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“…The exploratory and qualitative study by [37] examined the perceived barriers to innovation and change in a commercial bank from the perspective of senior management. Using a systematic qualitative approach and interviewing eight managers, the study identified obstacles such as high bureaucracy, lack of communication, and employee involvement, negatively affecting the performance of middle managers.…”

Section: Complexity In Identification;mentioning

confidence: 99%

Evaluation of the Benefits Generated by Sustainability 4.0: A Study of the Perception of Banking Sector Customers

Filgueiras,

Melo,

Guimaraes Junior

et al. 2024

Sustainability

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This paper aims to evaluate customer perceptions regarding the benefits generated by sustainability 4.0 in the banking sector through a survey. A structured questionnaire was developed with 55 factors divided into economic, social, and environmental dimensions. A total of 90 questionnaires were collected. Descriptive statistics and Kendall’s coefficient of agreement were used with the intention of measuring the degree of agreement or disagreement between bank customers’ responses. The results indicated a positive perception of customers regarding the relationship between sustainable practices and economic, social, and environmental aspects, with a relatively high agreement. The best-rated benefits were related to economic and environmental aspects, such as reducing service time and efficient use of digital resources. However, there was a diversity of opinions regarding social aspects, with some issues receiving lower ratings, especially related to the permanence of employees and the autonomy of elderly customers. This suggests concerns about the impact of technology on maintaining banking jobs and the accessibility of financial services for specific groups, such as the elderly. It is concluded that by focusing on customer perception, the study offers a holistic view of the implications of sustainability 4.0, going beyond traditional analyses focused on organizations.

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An exploratory examination of the barriers to innovation and change as perceived by senior management

Cited by 17 publications

References 81 publications

Innovation Intention and Market Orientation Towards Corporate Social Innovation

Innovation Intention and Market Orientation Towards Corporate Social Innovation

Organizational ambidexterity and its performance implications in emerging economies: empirical study from Kazakhstan

Evaluation of the Benefits Generated by Sustainability 4.0: A Study of the Perception of Banking Sector Customers

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