Companies’ adoption of Smart Technologies to achieve structural ambidexterity: an analysis with SEM

Gastaldi, Luca; Lessanibahri, Sina; Tedaldi, Gianluca; Miragliotta, Giovanni

doi:10.1016/j.techfore.2021.121187

Cited by 49 publications

(38 citation statements)

References 88 publications

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“…The governments and scholars have generally verified the significance of technology as a source of sustainable competitive advantage for sectors, particularly in industrial industries ( Appolloni et al, 2022 ). 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 ).…”

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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“…Nowadays, much research is related to the business transition to organizations 4.0 and the adoption of smart technology (STs) gains in productivity, better control over operations and supply chain processes, and improved competitiveness (Gastaldi et al, 2022;Rymarczyk, 2020). Frank et al (2019, p. 3) conceptualized Industry 4.0 as "a new industrial maturity stage of product firms, based on the connectivity provided by the industrial Internet of Things, where the companies' products and processes are interconnected and integrated to achieve higher value for both customers and the companies' internal processes."…”

Section: Digital Transformation Vs Business Transformation and Virtual Leadershipmentioning

confidence: 99%

Business innovation and critical success factors in the era of digital transformation and turbulent times

Florek-Paszkowska¹,

Ujwary-Gil²,

Godlewska-Dzioboń³

2021

JEMI

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PURPOSE: Explore what entrepreneurship and success factors can help drive business to resilience and stability and achieve competitive advantage through innovation in different countries and business realities in the era of digital transformation and turbulent times. METHODOLOGY: Based on the narrative literature review, we present research findings concerning new strategies and outlooks for business innovation in times of many unknowns. Each organization wants to find its way to gain success and create its unique business model, which can capture value creation and innovativeness and be more adaptive, resilient, and stable in critical moments and sustainable over time. FINDINGS: The articles presented in this issue explore the essential factors of business innovation and success in different organizations and the environments in which these businesses function. IMPLICATIONS FOR THEORY AND PRACTICE: This article synthesizes the presented research field’s importance and relevance, connecting its theoretical background with practical research. Recommendations and implications for future trends of this research stream might also be helpful for professionals and academicians. ORIGINALITY AND VALUE: The novel studies presented in this issue were done in five different (developing and developed) countries and business sectors that present human-based and non-human-based factors as crucial factors needed to empower business transformation in a complex world. Each group of elements is essential in business success, and their components are interdependent. We need to look at the interactions and interdependencies of their components in a dynamic and network form and cannot simplify the reality, focusing only on one group of business components and ignoring the other. These unique studies provide a valuable outlook to establish dynamic, adaptive business pathways towards a sustainable and resilient organizational future and propose future research paths needed to execute structural changes in businesses.

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“…Furthermore, all the institutes focus strongly on practices associated with innovations. These findings lead to the conclusion that it is not possible to characterize an organization through only one side of the dichotomy or even having any kind of configuration related to structural, contextual, or sequential ambidexterity according to the literature presented by Birkinshaw, Zimmerman, and Raich (2016), Chen (2017), Frogeri et al (2021), Úbeda-García (2019), Gastaldi et al (2022), Kolster (2021), Minatogawa et al (2020), Nölleke et al (2019.…”

Section: Discussionmentioning

confidence: 96%

“…Structural ambidexterity implies separate structures for exploration and exploitation. It demands structures, strategies, and processes associated with exploitation and exploitation (Gastaldi et al, 2022;Kolster, 2021;Popadic´, 2015). In contextual ambidexterity does not exist structural separation, but people tend to possess a culture that contemplates the characteristics of exploration and exploitation (Minatogawa et al, 2020).…”

Section: Exploitation Exploration and Ambidexteritymentioning

confidence: 99%

Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil

Franklin

Popadiuk

2022

RIAE

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Objective: This study examines how the organizational structure - mechanistic or organic - and exploration and exploration can contribute to explaining the radical and incremental innovations in research and development institutes (PD) of technology, aimed at products and services related to the Internet, software, hardware, telecommunications (Telecom), information technology (IT) and automation.Methodology: The research was carried out in two phases: Qualitative with four case studies, two cases of national institutes, one private and one public, and two multinational private institutes located in Brazil. The quantitative used a closed questionnaire applied to 17 institutions.Originality / Relevancy: A justification for the selection of TRDI based on the fact that the literature on exploration, exploitation, organizational structure, and innovation shows that the areas of PD of organizations, as well as high technology businesses, must be structured organically. Due to the need for decentralization, more fluid communications, greater autonomy, and the creation of knowledge are necessary as you flourish in turbulent and unstable environments.Main results: The results will reveal a predominance of the organic model in 19 two 21 institutes studied, using both stages. However, it seems that, despite strong guidance for the organic model, there are elements of the mechanistic model: the ability to combine bureaucracy will lose the necessary flexibility. This study reveals that when two models of organizational structures and exploration and exploitation are discussed, there is a gap between theory and application.Theoretical/methodological contributions: The study describes the analysis of the position of institutes in relation to obtaining, generating, and implementing expertise, examining how their organizational structures are configured to carry out related activities in a suitable way for exploration, exploration, and development of innovation in development. you root and increase.Social contributions / for management: In practical terms, this study is relevant because it allows managers and government institutions to establish and implement innovative policies and procedures in this type of technology center. These implications are related to decision-making processes, knowledge creation, guidance for exploration, exploration, ambidexterity, and types of innovation. Consequently, it can be presumed that the organizational structure of these orientations can be mixed. By these arguments, we understand that innovation, ambidexterity (exploration and exploitation), and organizational structure have a strong relationship.

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Companies’ adoption of Smart Technologies to achieve structural ambidexterity: an analysis with SEM

Cited by 49 publications

References 88 publications

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

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

Business innovation and critical success factors in the era of digital transformation and turbulent times

Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil

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