Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley, Joel

doi:10.3390/admsci8030037

Cited by 1 publication

(9 citation statements)

References 120 publications

(147 reference statements)

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“…The study is based on dynamic capability theory, and previous models that have clarified the relationship between either intellectual capital or SES and innovation (e.g. Leitner, 2011; Pizarro-Moreno et al ., 2011; Subramaniam and Youndt, 2005; Bigley, 2018; Nylén and Holmström, 2015). The findings have revealed that, in the kind of dynamic environmental conditions caused by COVID-19, which are expected to continue in the medium to long term, OCA has a significant impact on SIC and SES and the mediating path are also significant.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

“…This requires resource agility (Martinez-Sanchez et al. , 2021), which relies on knowledge acquisition and creativity as well as the intellectual capital embedded in an organisation (Bigley, 2018; Li et al. , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Wang et al. , 2021a, b; Cabrilo and Dahms, 2018; Bigley, 2018; Leitner, 2011; Pizarro-Moreno et al. , 2011; Kalkan et al.…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2018). Environmental scanning can provide this understanding because it can be applied to both existing and future situations and thus can be used as an early warning system to plan for and mitigate the effects of unanticipated threats (Bigley, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Some studies have found that employees' knowledge and expertise can allow organisations to produce novel and innovative ideas (Bornay-Barrachina, 2017) but understanding the external environment is also critical in guiding the development of the innovations required to address emerging issues (Said et al, 2018). Environmental scanning can provide this understanding because it can be applied to both existing and future situations and thus can be used as an early warning system to plan for and mitigate the effects of unanticipated threats (Bigley, 2018).…”

Section: Introductionmentioning

confidence: 99%

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The impact of social and organisational capital on service innovation capability during COVID-19: the mediating role of strategic environmental scanning

Blaique¹,

Salim

Mir

et al. 2022

EJIM

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PurposeThis purpose of this study was to examine the impact of social and organisational capital on service innovation capability among service firms in the United Arab Emirates (UAE) during the COVID-19 pandemic.Design/methodology/approachTo test the proposed research model, data were collected using a cross-sectional questionnaire. The study sample consisted of 188 private and public service sector managers in the UAE. Partial least square-based structural equation modelling (PLS-SEM) was used to examine the research model's validity and reliability and to test the research hypothesis.FindingsThe empirical evidence indicates that during this pandemic the relationship between social capital and service innovation capability was fully mediated by strategic environmental scanning, while partially mediating the relationship between organisational capital and service innovation capability.Practical implicationsManagers in service organisations must be proactive during crises such as the COVID-19 pandemic. Specifically, they should emphasise effective environmental scanning and the tracking of customer preferences to provide customised services that are valued and meet the emerging requirements of their customers. Prioritising investment in organisational capital to enhance innovation capacity is also recommended.Originality/valueThis study is the first to examine strategic environmental scanning as a mediator between social and organisational capital and service innovation capacity during a pandemic. There were significant differences between the findings of our study and previous studies: the authors found that, during crises, management priorities change, and businesses become more reliant on organisational capital to develop service innovation capability.

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