How can Strategy-as-Practice Enable Innovation under the Influence of Environmental Dynamism?

Abstract

Purpose: the objective of this study was to analyze innovation in Brazilian organizations when enabled through SIS, in the strategy-as-practice approach, on the influence of moderating environmental dynamism. Methods: we performed structural equation modeling using the statistical technique of partial least squares path modeling (PLS-PM) and post hoc analysis to identify unobserved heterogeneity, with a sample of 256 Brazilian companies from different sectors. Results: the results revealed that the SIS had a strong and significant influence on the innovation of exploitation and exploration. The environmental uncertainty of dynamism moderation was not present in the relationship between SIS and the innovation of exploitation. However, SIS showed a strong and significant influence on innovation of exploration in high levels of dynamism. The existence of unobserved heterogeneity was identified for two segments of the sample, demonstrating a strong path effect between SIS and innovation of exploration and exploitation on the high presence of dynamism in service companies with a size greater than 500 employees. Conclusions: the study contributed to the extension of the strategy-as-practice and innovation literature, by identifying SIS as an alternative in the planning process to enable innovation in the organization, in environments with a high rate of change and unpredictability.

The role of enterprise information systems strategies enabled strategy-making on organizational innovativeness: a resource orchestration perspective

“…The constructs of DMP and BPP were adopted by Aydiner and colleagues (Aydiner et al, 2019), ORIN by Chatterjee et al (2015) and MLMV-measured latent marker variable (formative) (Yoshikuni et al, 2022). Control variables were included by firm size, firm age and firm sector (Kohli and Grover, 2008;Melville et al, 2004).…”

“…ISS-PX enables strategic and actual activities as they are performed in a particular strategic context that is time-bound, and are appearances of the relationship between practices through ISS and practitioners (Tavakoli et al, 2017;Moeini et al, 2019). Hence, ISS-PX allows practitioners to participate in the planning processes (Yoshikuni et al, 2022), such as strategy workshops, supporting the generation of strategic plans specified in the content strategy, allowing the coordination of the SP process (Burgelman et al, 2018;Whittington, 2014;Wolf and Floyd, 2017). For example, RO of ISS and resource management action, such as business intelligence and performance enterprise IS, ability praxis episodes concerned with communicating strategy involving practitioners' doings to disseminate strategic vision statements (Kaplan and Norton, 2008).…”

“…For example, RO by IT/IS artifacts (such as computers, IT applications, business intelligence, and analytics tools) and analytical techniques (such as strategy framework analysis) ability practitioners to better strategic decision-making leveraging corporate performance (Ghasemaghaei et al, 2018;Peppard et al, 2014;Whittington, 2014). Thus, prescriptive and emergent strategy perspectives are combined by RO between ISS and assets management (Amar and Romdhane, 2020;Yoshikuni et al, 2022), because strategies are being formulated based on the upper level defining strategic directions, while strategizing processes require constant feedback involving the review of strategic actions, through learning and revisions of the current strategy based on actual evidenced gained through ISS (Kaplan and Norton, 2008;Marabelli and Galliers, 2017;Teubner and Stockhinger, 2020;Whittington, 2014).…”

“…, 2014; Whittington, 2014). Thus, prescriptive and emergent strategy perspectives are combined by RO between ISS and assets management (Amar and Romdhane, 2020; Yoshikuni et al. , 2022), because strategies are being formulated based on the upper level defining strategic directions, while strategizing processes require constant feedback involving the review of strategic actions, through learning and revisions of the current strategy based on actual evidenced gained through ISS (Kaplan and Norton, 2008; Marabelli and Galliers, 2017; Teubner and Stockhinger, 2020; Whittington, 2014).…”

Características individuais da inovação:

“…It is noteworthy that the comparison between a developed and a developing one was also motivated by the lack of studies that deal with this topic through a cross-cultural approach. Innovation has been explored considerably in the literature (e.g., Yoshikuni, Favaretto, Albertin, & Meirelles, 2022;Rodrigues & Féres, 2022;López, Alcoforado, Saborido, & Seijo, 2022;Mikhailov, Puffal, & Santini, 2020), nonetheless, it has not been explored, in the same frequency, with a cross-cultural approach, that is, a perspective that takes into account the possible influence of national cultural characteristics on individuals' values, attitudes, and behaviors (e.g., Borsatto, Bazani, & Amui, 2020). In this sense, the present study was guided by the following research question: are there statistically significant differences between Brazilians and Americans with respect to innovation individual characteristics?…”