The effect of organisational learning on interorganisational collaborations in innovation: an empirical study in SMEs

Costa, Micaela Martínez; Jiménez, Daniel Jiménez; Rabeh, Hammady Ahmed Dine

doi:10.1080/14778238.2018.1538601

Cited by 68 publications

(64 citation statements)

References 87 publications

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“…There are numerous studies being conducted to explain the determinants of SMEs innovation, ranging from firm-specific characteristics such as learning (Csath, 2012;Gomes & Wojahn, 2017; K. Y. Wang et al, 2015;Kafetzopoulos & Psomas, 2016;Martínez-Costa et al, 2019;Valaei et al, 2017); imitation strategy (Wu et al, 2019;Zhou, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

Building innovation and competitiveness for low technology manufacturing SMEs through imitating capability and learning: The case of Indonesia

Efendi

Sugiono

Guritno

et al. 2020

Cogent Social Sciences

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The aim of this paper is to examine relationships among organizational learning, imitating capability, innovation and competitiveness advantage in the small and medium enterprise (SME). Furthermore, the paper also examines the mediation effect of innovation in the relationship between organizational learning and imitating capability to competitiveness advantage. Using empirical data drawn from 200 SMEs managers in Indonesia, the data were analyzed using partial least squares variance-based structural equation modeling (PLS-SEM). Results indicate that that organizational learning and imitating capability were an important determinant of organizational innovation and competitive advantage. Innovation had a positive relationship with competitiveness and has a mediating role in the relationship between organizational learning and imitating capability to competitiveness advantage. The implication of this study is that SMEs can increase their competitiveness through learning and imitating strategies that are applied simultaneously. This research is original in that it deliberately focuses on learning and imitating capability in low-technology SMEs, especially in the Indonesian context.

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Section: Literature Reviewmentioning

confidence: 99%

Building innovation and competitiveness for low technology manufacturing SMEs through imitating capability and learning: The case of Indonesia

Efendi

Sugiono

Guritno

et al. 2020

Cogent Social Sciences

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“…Organizational culture juga memediasi pengaruh hard skills dan soft skills terhadap teacher innovation capability. Hal ini sesuai dengan kesimpulan Martinez-Costa 60 . Penelitian ini juga menyimpulkan bahwa lembaga pendidikan sekolah bisa mengelola pengalaman masa lalu untuk dikombinasikan dengan hard skills dan soft skills yang dimiliki guru saat ini.…”

Section: Pengujian Reliabilitas Konstrukunclassified

Hard Skills Dan Soft Skills: Apa Membangun Inovasi Guru Sekolah Islam?

Asbari¹,

Hyun²,

Wijayanti³

et al. 2020

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Penelitian ini bertujuan untuk mengukur pengaruh hard skills dan soft skills terhadap kemampuan inovasi guru sekolah Islam di Jakarta dan Tangerang yang dimediasi oleh organizational culture. Pengumpulan data dilakukan dengan pengambilan sampel acak sederhana melalui elektronik ke populasi guru di Jakarta dan Tangerang. Hasil kuesioner yang dikembalikan dan valid adalah 667 sampel. Pemrosesan data menggunakan metode SEM dengan perangkat lunak SmartPLS 3.0. Hasil penelitian ini menyimpulkan bahwa hard skills dan soft skills berpengaruh positif dan signifikan terhadap kemampuan inovasi guru, baik secara langsung maupun tidak langsung melalui mediasi organizational culture. Penelitian baru ini mengusulkan sebuah model untuk membangun kemampuan inovasi guru sekolah Islam di antara para guru di Jakarta dan Tangerang melalui peningkatan hard skills dan soft skills dengan organizational culture sebagai mediator. Penelitian ini dapat membuka jalan untuk meningkatkan kesiapan guru dalam menghadapi era pendidikan 4.0.

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“…(4) strong mentality, (5) bravery of loss or failure, (6) sufficient intellectuals, (7) ability to cooperate, motivate and share knowledge and experience to each other (8) a strong sense of business, and (9 ) ability to get out of old ways of thinking towards new ways of thinking (out of the box). Martínez-Costa et al (2019) explains that innovative culture positively influences collaboration between organizations and their learning. The effect of external collaboration in innovation, which is mediated by organizational learning, demonstrating the importance of employees acquiring, distributing and interpreting new external knowledge to ensure the development of successful innovations.…”

Section: Analysis Of Internal and External Factorsmentioning

confidence: 99%

The Strategy of Sme / Smis Development in Dki Jakarta

Mulyantini

Hidayati

Marlina

2020

Hasanuddin Econ. Bus. Rev.

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This research aims to identify local government strategies in developing MSMEs. A qualitative method with observation techniques, in-depth interviews (depth interviews) and Focus Group Discussion (FGD) was applied to obtain primary data. The result was that IFE analysis with a score of 3.02 shows the internal conditions in a good category (the first rank was the marketing factor followed by production and information system factors). The result of the analysis of strengths, weaknesses, opportunities, and threats shows that the strategy lied in quadrant I. The right strategy in this quadrant is the aggressive strategy which in this case MSME players could take advantage of opportunities that are supported by internal strengths owned, oriented towards growth strategies. The total EFE matrix score is 3.15. which shows the external conditions are in a good category were in the first rank was the government's partisanship, the business world towards MSMEs, the separation of MSMEs and SMISs, and the availability of capital. The disadvantage is the high level of social and security vulnerability. Based on the QSPM and IFE Matrix, 2 cumulative alternative strategies were obtained with the TAS value of the Product Development Strategy of 2.54 and the TAS value of the Market Development Strategy of 2.78, as the main alternative that should be chosen. Based on QSPM and EFE, the TAS value of the Product Development strategy is 2.3 and the TAS value of the Market Development Strategy is 2.82, becoming the main alternative that should be chosen.

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The effect of organisational learning on interorganisational collaborations in innovation: an empirical study in SMEs

Cited by 68 publications

References 87 publications

Building innovation and competitiveness for low technology manufacturing SMEs through imitating capability and learning: The case of Indonesia

Building innovation and competitiveness for low technology manufacturing SMEs through imitating capability and learning: The case of Indonesia

Hard Skills Dan Soft Skills: Apa Membangun Inovasi Guru Sekolah Islam?

The Strategy of Sme / Smis Development in Dki Jakarta

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