Determinants of organizational innovation: a framework

Busaibe, Leena; Singh, Sanjay Kumar; Ahmad, Syed Zamberi; Gaur, Sanjaya Singh

doi:10.1108/gm-01-2017-0007

Cited by 29 publications

(26 citation statements)

References 41 publications

(53 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…They suggested strategies for better knowledge management for each type of innovation in the main Brazilian business sectors. A study on the oil and gas industry in the UAE by Busaibe et al (2017) revealed that a diverse management team improves the interactions between the employees and their leaders. It encourages innovation in order to address competition.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Soewarno

Tjahjadi

2020

BIJ

View full text Add to dashboard Cite

PurposeThis study aims to explore the mediating role of strategy. First, we examine whether strategy mediates the relationship between competitive pressure and SPM. Second, we examine whether the strategy mediates the relationship between stakeholder pressure and SPM.Design/methodology/approachThis study is designed as a quantitative study by utilizing partial least squares structural equation modeling (PLS-SEM) in order to test the hypotheses. A mediation model for the research framework was developed to investigate the mediating role of strategy.FindingsUsing a sample of 546 managers from higher education institutions (HEIs) in Indonesia, the results show that both competitive pressure and stakeholder pressure have a positive direct effect on SPM. Strategy fully mediates the relationship between competitive pressure and SPM and strategy also partially mediates the relationship between stakeholder pressure and SPM. The findings suggest that the management of the HEIs in Indonesia needs to accommodate the dynamic trends in the competitive environment and the stakeholder’s interests when they develop the strategy used. They need to build a reliable SPM to effectively execute the strategy.Research limitations/implicationsThis study has the following limitations: (1) the use of PLS-SEM may raise the issue of causality; (2) this study focuses only on the antecedents of the SPM, and therefore future studies should investigate the consequences of the SPM on other variables; (3) this study is context-specific for Indonesia and caution should be used when generalizing it to other countries; (5) this study employs the primary data that may raise the issue of perception bias, and therefore future studies should try to develop proxies of variables using secondary data.Practical implicationsThis research provides a comprehensive understanding of the management of HEIs who wants to enhance their SPM. This suggests that management needs to verify the role of strategy. In the era of global competition in higher education, management needs to start from the dynamics of competitive intensity and stakeholder interest. Competition and cooperation need to be considered in their strategies if they want to survive in the higher education industry. Finally, management must be aware that they are now assessed using quantitative indicators, standardized processes, and algorithms, and therefore they need to have a more reliable SPM.Social implicationsAs the global competition increases in higher education, this research provides a model on how to improve the good university governance involving the strategy and the SPM. Higher education plays an extremely important role in society. This study provides a model that can be used by society to have better control of the HEIs by demanding improved good governance. This research provides empirical evidence of the importance of the strategy and the SPM. The society will get more benefits in terms of improved transparency, accountability, fairness, and responsibility of the HEIs.Originality/valueThis is the first study that explores the links between competitive pressure, stakeholder pressure, strategy and SPM in Indonesian HEIs. It provides empirical evidence in the HEIs research setting for the industry/organization (I/O) theory of competitive advantage which focuses on the external factors. It also supports the resource-based view (RBV) model of competitive advantage which focuses on internal factors.

show abstract

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Soewarno

Tjahjadi

2020

BIJ

View full text Add to dashboard Cite

show abstract

“…The idea presented by these women participants suggests that innovation is recognized as an important factor in order to be competitive (Abdul Rahman et al 2015; Busaibe et al, 2017). In addition, the women participants in this study view innovation as important for new product development.…”

Section: Invention Of New Ideasdeveloping New Productsmentioning

confidence: 76%

Innovation From the Perspective of Malaysian Women Entrepreneurs in Food-based Enterprise

2019

ijrte

View full text Add to dashboard Cite

While innovation is important for firms’ competitive advantage and economic development, knowledge about both innovation practices and models is based on large organizations, and the applicability of the findings of such research to women entrepreneurs who dominate the small businesses is limited. The aim of this study was to understand how innovation capability develops in women entrepreneurs in food-based enterprises.This study emphasized an interpretive approach in order to help deepen our understanding of the innovation capability among women entrepreneurs. A qualitative approach, grounded from a social constructionist theorizing was used. This study utilized the data from ten women entrepreneurs from the Northern States of Malaysia. Semi-structured interview was used to collect the data. The data were transcribed and categorized in order to find differences and similarities, and then analyzed using the thematic analysis. Based on ten women-owned businesses in this study the findings indicate that innovation was constructed in terms of the ability to capitalize on sophisticated machineries for innovation purposes. In addition, innovation was articulated in the form of new or improved products. Most women entrepreneurs develop their innovation capability from customer engagement, employee participation, networking, family members as well as from their owned experiences and expertise. From a policy perspective, innovation program specifically aimed at women entrepreneurs should be delivered effectively by the relevant agencies.

show abstract

“…It may be the case that not only is the adoption of DMP more likely among firms with more diverse boards; the implementation of these practices, for example, by human resource professionals, may be more effective. One would expect that firms with more diverse corporate boards should be more likely to have cultures that are more supportive of diversity since BD is related to corporate culture (Busaibe, Singh, Ahmad, & Gaur, 2017). Support for diversity from top management should also be higher since corporate boards influence top management teams (e.g., Williams, Fadil, & Armstrong, 2005).…”

Section: Implications For Human Resources Managementmentioning

confidence: 99%

The virtuous cycle of diversity

Srikant

Pichler

Shafiq

2020

Human Resource Management

View full text Add to dashboard Cite

Based on propositions from the resource dependency theory (RDT), we seek to understand how firms respond to social performance problems through diversity. We consider the impact of negative customer and employee incidents as social performance problems because these incidents represent two critical stakeholders, and because of the potential for such problems to cause a wider impact on the affected firms. Using firm-level longitudinal data across four-time points and a crosslagged panel model (CLPM) to test our hypotheses, as well as a variety of supplemental analyses, we find that social performance problems relate to increases in board diversity. We also find that social performance problems act as a trigger for a virtuous cycle such that increases in board diversity are related to the subsequent adoption of diversity management practices, which are related to subsequently higher levels of board diversity. We contribute to the theory on diversity management by demonstrating how firms seek diversity as a response to social performance problems. Further, we connect board diversity to the adoption of diversity management practices, which are often studied independently, and demonstrate the mutually positive influence they have on each other. We discuss implications for theory and human resource management. K E Y W O R D Sboard diversity, corporate social responsibility, diversity management, diversity management practices, resource dependency theory, social performance problems "Often what a woman or minority person can bring to the board is some perspective a company has not had before-adding some modern-day reality to the deliberation process. Those perspectives are of great value, and often missing from an all-white, male gathering. They can also be inspirational to the company's diverse workforce" (Robert Campbell, CEO of Sun Oil)We live and work in a more diverse environment today than ever before. The labor force of the United States and other industrialized countries is increasingly diverse in terms of race and ethnicity, gender, and age, among other dimensions (e.g., Roberson, 2012;Truxillo, Fraccaroli, Yaldiz, & Zaniboni, 2017). By 2039, the majority of the workforce in the U.S. will be comprised of racioethnic minorities (Treuhaft, Blackwell, & Pastor, 2011). A variety of macro-level trends from globalization to technological advancement and global labor force migration are related to the increasing multiculturalism of the modern workplace (Kossek & Pichler, 2007). As a reflection of this multiculturalism, women and racioethnic minorities continue to make strides in terms of representation in top management positions and on corporate boards (e.g., Torchia, Calabrò, & Huse, 2011). Human resource management scholars and business firms have touted the importance of board diversity for firm performance (Boulouta, 2013;Kossek & Pichler, 2007;Richard, 2000). Some firms in the United States have adopted diversity statements promoting demographic diversity for their boards (see Carter, Simkins, & Simpson, 2003), ...

show abstract

Determinants of organizational innovation: a framework

Cited by 29 publications

References 41 publications

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Innovation From the Perspective of Malaysian Women Entrepreneurs in Food-based Enterprise

The virtuous cycle of diversity

Contact Info

Product

Resources

About