Innovativeness, operations priorities and corporate performance: An analysis based on a taxonomy of innovativeness

The influence of ambidextrous organization and authentic followership on innovative performance: The mediating role of change readiness

“…Organizational readiness for changes that support the development of innovations in products and processes can attain high company performance (Camisón & Villar-López, 2014) and resulting the best corporate performance (Kilic et al, 2015). Organizational innovation strategies have a positive impact on innovative performance (Bolívar-Ramos et al, 2012).…”

“…Innovative performance can also be measured by market share innovation (Wadhwa et al, 2017), discovery of new products, devices and process systems (Tajasom et al, 2015). Meanwhile, Kilic et al (2015) measure the size of innovative performance by taking into account the effects of innovation on company performance measured in indicators of production, finance and market performance. The concept of authentic followership began to emerge at the beginning of this century (de Zilwa, 2016).…”

The Impact of Environmental Turbulence on the Perceived Importance of Innovation and Innovativeness in SMEs

“…While the extant literature offers concepts such as strategic posture (Covin and Slevin ) and entrepreneurial orientation (Lumpkin and Dess ), whose operationalizations include a “strong emphasis on R&D, technological leadership, and innovation,” these concepts are more broadly operationalized in order to also capture other dimensions like proactiveness and risk‐taking. Existing literature also suggests several competitive/operational priorities such as cost, quality, flexibility, and delivery (Kilic et al ), although their conceptualizations and operationalizations do not explicitly relate to innovation.…”

Is Serbian economy ready to use digital tools in business decision-making process?

“…Moreover, it can be defined that business simulation represents activities which describe real states from the outside worlds (Prensky, 2001), but in protected and controlled environment, in order to become familiar with particular business process and final results (Dusak, 1992;Milovanovic et al, 2016). Furthermore, well established simulations are a powerful tool (Finkelsten et al, 2005) for different users for preparing quantitative analysis (Shannon, 1975;Milovanovic et al, 2013;Kaurin et al, 2011), but also one of the most efficient way of learning highly sophisticated skills, such as: analysis, synthesis and creating new knowledge (Leger et al, 2011). They cover all processes and possible decisions influenced by external factors within the company's business decision making process which is complex, and for creating and establishing it required huge number of experts with different competences.…”