Technology management for innovation in organizations: an argumentation-based modified TISM approach

Rajan, Rishabh; Dhir, Sanjay; Sushil, Sushil

doi:10.1108/bij-01-2020-0019

Cited by 61 publications

(29 citation statements)

References 117 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Crawford (2005) found a strong link between leadership (transformational) and KM because leaders encourage information acquisition, creation and application. Similarly, top management ensures effective KM and resource allocation to boost productivity and innovation processes (Rajan et al, 2021). Top management also promotes organizational effectiveness, KM and team learning to stimulate innovation within the firms (Masa'deh et al, 2016).…”

Section: 3mentioning

confidence: 99%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

View full text Add to dashboard Cite

Purpose The purpose of this study is to empirically investigate the mediating role of knowledge management (KM) in the linkage between organizational factors, namely, organizational culture (OGCUL) and leadership and management support (LMS) and innovation in medium- and large-scale manufacturing firms in Ethiopia. Design/methodology/approach A sample of 200 firms has been used to gather data using simple random sampling and to test the proposed hypotheses. Structural equation modeling and cross-sectional design were used to analyze the data using LISREL 8.80 SIMPLIS program software tool. Findings Organizational factors (i.e. OGCUL and LMS) are positively associated with KM and innovation. KM constructs, namely, knowledge sharing, knowledge conversion and knowledge storage, have a significant positive influence on innovation. Knowledge sharing mediates the relationship between organizational factors and innovation. Research limitations/implications This study has three potential limitations: first, this study is based on a cross-sectional research design. Future research should include longitudinal design to get in-depth insights into the causal inferences. Second, only a few Ethiopian medium- and large-scale manufacturing firms were included in the sample. As a suggestion for future research, other researchers can include small-scale enterprises using large sample sizes and should examine the effects of organizational factors, KM and innovation across different industries. Finally, this study has only focused on investigating the mediating role of knowledge sharing between organizational factors and innovation. Future research should test the mediating role of the KM process and its constituents (knowledge acquisition, knowledge conversion, knowledge sharing and knowledge storage) between organizational factors and specific aspects of innovation to gain a full understanding of the critical role of KM in organizational innovation. Practical implications The findings of this study would serve as a guide for policy-makers and managers of manufacturing firms in developing countries in the formulation of policies and long-term strategies. It may also provide a better understanding of the causal relationship between organizational factors, KM and innovation, which in turn has value to directors and managers in manufacturing firms in developing countries as a reference for building a good OGCUL, serving as practical guidance for effective leadership and providing organizational or management support. Specifically, the findings would have the following practical implications: first, firms need to have a combination of KM processes (such as acquisition, storage, sharing and conversion). In practice, developing countries such as Ethiopia have based their innovation strategy on knowledge and technology acquisition through encouraging foreign direct investment. It is not in doubt that Ethiopia has been benefiting from the strategy as a lot of foreign companies have opened their subsidiaries in the country. However, in the authors’ view, more emphasis on knowledge acquisition strategy would not take a firm a long time to sustain its innovative activity because it is likely available to firms operating in the same industry, as well as it may hurt a firm’s competitive advantage. In addition, by its nature, knowledge may not be retained for future use; it may expire soon. Second, the current highly impulsive and rapid change in the business environment changes the way firms have to operate and deliver products or services. Knowledge (both tacit and explicit) is a resource that can provide a competitive advantage if used well for the intended purpose. In real practice, firms often face challenges in determining where to get knowledge from and how to value or manage it. Besides, knowledge can be obtained from three sources: knowledge can exist in individuals’ minds (skills, experience, ideas and insight); knowledge can dwell in a group, which we can call collective knowledge (a team of scientists or researchers); and knowledge can be embodied in an organization's systems, tools, procedures, policies, etc. Knowledge cannot be a valuable resource unless it is obtained and used in designing or producing a product or service. To integrate knowledge with business strategies, there should be a platform or framework that helps to manage it properly. Firm managers, policy-makers and other concerned bodies would consider the three sources of knowledge to foster innovative activities and obtain a competitive advantage. In addition, the authors recommend more emphasis be placed on firm-specific factors (such as OGCUL, leadership, management support and KM) to enhance the innovative capacity of a firm. Finally, the most critical issue to be raised while designing an innovation strategy would be employees’ willingness and passion to collaborate with others to develop new ideas, share ideas or implement policies. As knowledge resides in individuals’ minds, the knowledge holder should have a passion to share it with those working with him or her. In practice, knowledge sharing depends extremely on the passion and voluntariness of the two parts: knowledge provider and receiver. Therefore, firm managers would design a platform on how to motivate individuals to share their skills, experience and ideas with others through providing incentive packages, punishment and commitment. In this regard, the authors believe that the results would help individuals who are in the position to manage or regulate the manufacturing sector in designing innovation policies, KM policies or technology management policies and business strategies. Originality/value This study provides new empirical insight into the relationships between organizational factors (such as OGCUL and LMS), KM and innovation in a large sample of firms. To date, the empirical research on these relationships has been mainly limited to descriptive case studies (Chen and Huang, 2009; Zack et al., 2009; Donate and Guadaumillas, 2011), and there is thus a lack of empirical evidence with large samples of firms. Furthermore, there is a scarcity of studies investigating the relationship between organizational factors, KM and innovation in developing countries, especially in Ethiopia. This paper intends to fill this gap and nurture future research studies in the area.

show abstract

Section: 3mentioning

confidence: 99%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

View full text Add to dashboard Cite

show abstract

“…Therefore, TISM is used to articulate ill-defined and unclear models into well-defined and clear models (Sushil, 2017; Yadav and Sushil, 2014; Singh and Sushil, 2013). The m-TISM (Sushil, 2017; Bamel et al , 2019; Rajan et al , 2020; Dhir et al , 2021) is the extension of TISM (Sushil, 2012) to the knowledge of interrelationships, the degree of association and the logic behind relationships.…”

Section: Methodsmentioning

confidence: 99%

Modified total interpretive structural modelling of innovation implementation antecedents

Singh

Dhir

2021

IJPPM

Self Cite

View full text Add to dashboard Cite

PurposeThe paper aims to identify, analyse and develop a model for measuring the inter-relationship and interaction among the antecedents influencing innovation implementation. The extant literature has not widely studied the interactions and inter-relationships among the antecedents of innovation implementation. To fill this gap, the paper develops a hierarchical relationship framework between the identified antecedents of innovation implementation.Design/methodology/approachThe study follows mixed method-based approach using two methodologies: modified total interpretive structural modelling (m-TISM) and MICMAC (Matriced’ Impacts Croisés Multiplication Appliquée á un Classement) analysis. m-TISM is used for the purpose of establishing the hierarchical relationship among the antecedents. MICMAC analysis is used to study the driver-dependent relationship. To identify the antecedents of innovation implementation, the paper follows a systematic search method found in the review articles. The article search was performed across different databases including Google Scholar, Web of Science, EBSCO and Scopus.FindingsIn this study, eight innovation implementation antecedents are identified. The analysis indicates that competency antecedents such as leader competency and employee competency, having high driving and weak dependence power, are at the lowest level in the hierarchical model, whereas, innovation implementation, having high dependence and low driving power, is at the highest level in the hierarchical model. Strategic resources act as a linkage variable.Research limitations/implicationsAlthough this study summarizes the extant literature to generalize the findings, the future studies can focus upon statistical validation of model by employing structural equation modelling to generalize the results.Practical implicationsThe practitioners must emphasize on antecedents having strong driving power for successful implementation of innovation. The hierarchical model is proposed for implementing innovation successfully that will help organizations to be more competitive, productive and profitable.Originality/valueIn this study, m-TISM and MICMAC-based hierarchical models are proposed for implementing innovation successfully in organizations. It also provides the variables insights such as driver-dependent interrelationship between the identified antecedents.

show abstract

“…In the present study, the modified Total Interpretive Structural Modelling (m-TISM) is used to develop the model. This approach is the upgraded version of TISM and ISM (Rajan et al , 2020). The ISM is the qualitative analysis-based approach that provides the hierarchical model which generally referred as the well-defined model (Warfield, 1977; Kumar et al , 2017), whereas in the TISM the interpretation is done for every identified variable that further presents the model (digraph) based on iterations (Mittal et al , 2016, 2017; Sindhwani and Malhotra, 2017).…”

Section: Methodsmentioning

confidence: 99%

Modelling enablers of efficiency and sustainability of healthcare: a m-TISM approach

Sindhwani

Kumar

Behl

et al. 2021

BIJ

View full text Add to dashboard Cite

PurposeIt would not be an exaggeration to say that healthcare is the most crucial one in today's perspective. The healthcare sector, in general, is engaged in working on various dimensions simultaneously like the safety, care, quality and cost of services, etc. Still, the desired outcomes from this sector are far away, and it becomes pertinent to address all such issues associated with healthcare on a priority basis for sustaining the outcomes in a long-term perspective. The present study aims to explore the healthcare sector and list out the directly associated enablers contributing to increasing the viability of the healthcare sector. Besides, the interrelationship among the enlisted enablers needs to be studied, which further helps in setting-out the priority to deal with individual enablers based on their impedance in the contribution towards viability increment.Design/methodology/approachThe authors have done an extensive review to list out the enablers of the healthcare sector to perform efficiently and effectively. Further, the attempt has been made on the enablers to rank them by using the modified Total Interpretative Structure Modelling (m-TISM) approach. The validation of the study reveals the importance of enablers based on their position in the hierarchical structure. Further, the MICMAC analysis on the identified enabler is performed to categorize the identified enablers in the different clusters based on their driving power and dependence.FindingsThe research tries to envisage the importance of the healthcare sector and its contribution towards national development. The outcomes of the m-TISM model in the present study reveal the noteworthy contribution of the organizational structure in managing the healthcare facilities and represented it as the perspective of future growth. The well-designed organizational structure in the healthcare industry helps in establishing better employee–employer cooperation, workforce coordination and inter-department cooperation.Research limitations/implicationsEvery research work has limitations. Likewise, the present research work also has limitations, i.e. input taken for developing the models are from very few experts that may not reflect the opinion of the whole sector.Practical implicationsThe healthcare sector is the growing sector in the present-day scenario, and it is essential to keep the quality of treatment in check along with the quantity. The present study has laid down the practical foundations for improvement in the healthcare sector viability. Besides, the study emphasized on accountability of the healthcare sector officials to go with the enablers having the strong driving power for effective utilization of all the resources. This would further help them in customer (patients) satisfaction.Originality/valueDespite an increase in demand for good quality healthcare facilities worldwide, the growth of this sector is bounded by the economic, demographic, cultural and environmental concerns, etc. The present study proposed a unique framework that provides a better understanding of the enablers. It would further help in playing a key role in increasing the viability of the healthcare sector. The hierarchy developed with the help of m-TISM and MICMAC analysis will help the viewers to recognize the important enablers based on their contribution to the viability improvement of the healthcare sector.

show abstract

Technology management for innovation in organizations: an argumentation-based modified TISM approach

Cited by 61 publications

References 117 publications

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Modified total interpretive structural modelling of innovation implementation antecedents

Modelling enablers of efficiency and sustainability of healthcare: a m-TISM approach

Contact Info

Product

Resources

About