Exploring the Formation Mechanism of Radical Technological Innovation

Sun, Yun; Wang, Hecheng; Yu, Haiqing; Chen, Yong; Kataev, Mikhail Yu.; Ling, Li

doi:10.4018/jgim.20211101.oa6

Cited by 3 publications

(3 citation statements)

References 76 publications

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“…The project manager is responsible for ensuring mutual understanding between the project team and the stakeholders. This project environment supports a culture that includes encouragement: to be innovative and creative; to foster a psychological learning environment; to improve processes and procedures; and to listen and respond to internal and external customer concerns (Guo and Wang, 2020;Law et al, 2021;Mone et al, 2011;Sun et al, 2021). In Quality 4.0 and COVID-19 environments, leadership that promotes a culture focused on service quality and speedy management decisions will more likely have a higher value than other organizations.…”

Section: Remote Stakeholder Managementmentioning

confidence: 85%

Work from anywhere: remote stakeholder management and engagement

Tran

Carden²,

Zhang³

2022

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PurposeThe 2019 coronavirus disease (COVID-19) pandemic has significantly disrupted the traditional ways for organizations to function, mandating their prompt adaptation and reaction to issues related to employees, operations, and communication. Therefore, the purpose of this research is to report on a total quality management (TQM) implementation as a sample motivational case to support the need for a new work from anywhere (WFA) stakeholder framework that can be used by other companies as they build, maintain, and continuously improve a WFA culture and environment for successful Quality 4.0 and COVID-19 initiatives.Design/methodology/approachQuality 4.0 that specifies an adaptive quality environment can help organizations quickly identify and respond to problems during the COVID-19 pandemic. Analyzing a Lean Six Sigma implementation through the lens of Quality 4.0 in a case study, the authors propose a new stakeholder engagement framework for companies to build, maintain, and continuously improve the culture and environment for facilitating social interactions.FindingsThe authors’ proposed framework consists of three major phases: (1) identify and plan stakeholder management, (2) manage stakeholder engagement, and (3) sustain stakeholder engagement. The first phase entails organizations supporting a culture of trust, engaging, and empowering stakeholders, identifying stakeholders, planning for stakeholder management, and inquiring about problems in the process. The second phase requires engaging stakeholders via participatory buy-in. The third phase focuses on monitoring stakeholder relationships, including modifying strategies and plans.Practical implicationsThis study bears some valuable implications for practitioners. First, the stakeholder management process should be established upon a culture that promotes trust, engagement, and empowerment. Second, the authors identify tools that can assist in the execution of WFA activities. Third, the organizational team needs to actively manage the WFA stakeholders and then sustain the stakeholder relationships. Finally, the implementation of the framework herein can be supported and strengthened by tools and techniques that promote participation and buy-in from stakeholders to ensure the project team hears, trusts, and values their contributions.Originality/valueThis study contributes to the existing literature and provides practical guidance for managers to effectively manage the workforce and engage stakeholders.

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Section: Remote Stakeholder Managementmentioning

confidence: 85%

Work from anywhere: remote stakeholder management and engagement

Tran

Carden²,

Zhang³

2022

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“…Considering that systems are generally characterized by lock-in mechanisms and path-dependency that protect the status quo and hamper innovation [45], sustainability transitions call for policy interventions to help overcome free-rider problems and prisoner's dilemmas that can stifle investment and innovation, shoulder gaps in the price or performance of new innovations, and ensure that niches have appropriate tools and support to grow [40,58]. It has been argued that sustainability transitions require a two-pronged policy approach that stimulates network formation and learning in niches, followed by measures that support the accelerated structuration of the niche and drive the uptake of sustainable innovations at the regime level [45,62].…”

Section: ) Conceptual Frameworkmentioning

confidence: 99%

Green Retail Development for Plastic Waste Prevention – Regime Trajectories and Levers for Change in Thailand’s Socio-technical System of Single-use Plastics

Luther,

Vassanadumrongdee

2024

App. Envi. Res.

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Thailand faces significant plastic waste management challenges. Around 2018-2019, a growing number of green retail shops started emerging in Thailand, offering products and services that eliminate or reduce the consumption of single-use plastics (SUPs). This paper intends to explore green retail as a niche in the Thai socio-technical system of SUPs. It aims to understand the socio-technical system’s current state, identify niche dynamics and momentum, illustrate key regime trajectories, and highlight policy levers. The study uses secondary data from academic articles and policy documentation, along with primary data from interviews with 20 Thai green retail founders conducted between 2020 and 2022, for thematic and content analysis. Findings suggest that the green retail niche has started establishing network, institutional and technological anchoring within the regime despite the disruptive impact of the COVID-19 crisis. Green retailers are committed to the development of their business models, but require support. The research suggests enhancing network formation and skills development within the niche, increasing access to financial resources, and establishing green financing options. It also suggests drawing links to more established niches and setting up incubation and acceleration programs for sustainability-minded small and medium enterprises (SMEs), thereby supporting their growth. Beyond the Thai context, this paper may be relevant for other countries and for evaluating sustainability niches in other sectors.

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“…Firms need to learn from their mistakes and develop an associated knowledge base to survive in the complex external environment and fierce market competition that they face (Borodako et al, 2021;Chang and Chuang, 2011;Chen and Huang, 2012;Dabic and Kiessling, 2019;Law et al, 2021;Trappey, Chang, & Trappey, 2021), yet, they must also be prepared to take flexible, innovative and rapid action impromptu (Bergh and Lim, 2008;Du and Kim, 2021;Sun et al, 2021;Yang and Yi, 2021). Improvisation capability is the synchronization of unprepared and instantaneous creation planning and decision-making (Hadida et al, 2015;Ciuchta et al, 2021;Yeniaras et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Linking experimental culture, improvisation capability and firm’s performance: a theoretical view

Liao

Huang

et al. 2023

JKM

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Purpose This study aims to investigate the causal relationships within an experimental culture of improvisation capability and firm performance, following the logic of “culture-capability-performance” and building on informal institution theory and dynamic capability theory. Design/methodology/approach Data was mainly collected via on-site questionnaires from firm managers, and 196 valid questionnaires were analyzed using structural equation modeling to test the relationship among experimental culture, improvisation capability and firms’ performance. Findings Trust and support had a positive impact on firm spontaneity, while the effect of action promotion and error tolerance was not significant. Action promotion, trust and support demonstrate substantial positive effects on the creativity of a firm. Both dimensions of improvisation capability positively and significantly influence a firm’s performance. Research limitations/implications The research respondents were firm managers. Cross-sectional data were used to analyze the model, which may cause common method variance. The research context was limited to China, and the generalizability of the results needs to be considered. Practical implications Firms can cultivate a culture of trust and support to enhance their spontaneity and improvisation capability. They can encourage cross-departmental communication, empower employees with autonomy in decision-making, provide appropriate resource support for employees’ decisions and use praise and reward incentives to spur further innovation achievements. Originality/value This study addresses the gaps in a firm’s improvisation capability within a Chinese market context by theoretically and empirically examining the role of experimental culture and assessing the relationship among each of the dimensions of improvisation capability in relation to firm performance identified in this study.

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Exploring the Formation Mechanism of Radical Technological Innovation

Cited by 3 publications

References 76 publications

Work from anywhere: remote stakeholder management and engagement

Work from anywhere: remote stakeholder management and engagement

Green Retail Development for Plastic Waste Prevention – Regime Trajectories and Levers for Change in Thailand’s Socio-technical System of Single-use Plastics

Linking experimental culture, improvisation capability and firm’s performance: a theoretical view

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