The fit between market learning and organizational capabilities for management innovation

Dong, Yinghui; Li, Linwei; Jiang, Xu; Zhao, Jie

doi:10.1016/j.indmarman.2019.12.007

Cited by 29 publications

(39 citation statements)

References 78 publications

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“…All the variables had a varied number of items in the questionnaire. Market Learning comprises nine items adaptation from Kim and Atuahene-Gima (2010), whereas Management Innovation holds four items adapted from Yang, Li, Jiang, and Zhao (2020). Similarly, Knowledge Integration resides with five items adjusted from Grant (1996) in the survey.…”

Section: Methodsmentioning

confidence: 99%

Impact of Market Learning on Management Innovation: Mediating role of Knowledge Integration

Fatima

Luqman

2020

SJOM

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Purpose- The article aims to study and explore the effect of market learning on management innovation along with exploring the role of knowledge integration as a mediator in the hospitality industry of Pakistan. Design/Methodology- The data comprised 215 respondents from the hospitality industry, and it was gathered through a questionnaire containing 22 items, including four demographical items. The gathered data was utilized to validate our model empirically through statistical tests. Findings- Research findings reveal that management innovation is driven by market learning, and significant relationships exist between market learning, knowledge integration, and management innovation. The mediating role of knowledge integration also exists significantly between management innovation and market learning. Novelty – Knowledge integration about management innovation and market learning is a novel contribution, and findings suggest that its effect on this model is significant. Practical Implications- Successful organizations include knowledge integration and management innovation as a critical part of their culture as these variables boost the firm’s productivity and employee participation, and both are found to be driven by market learning. The managers can make an effort to enhance market learning and improve the firm’s overall performance.

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Section: Methodsmentioning

confidence: 99%

Impact of Market Learning on Management Innovation: Mediating role of Knowledge Integration

Fatima

Luqman

2020

SJOM

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“…Hortinha et al, 2011;Yunis et al, 2018). Yang et al (2020) explored the linkage between organizational capabilities, innovation and knowledge management to comprehend its impact on the early adoption of internationalization and performance of global firms. Scholars contend that innovations are growth strategy instruments for organizations that pursue to enter new marketplaces, and they entail an increase in the current market share (Gunday et al, 2011;Prajogo, 2016).…”

Section: Contextualization Of Innovative Managerial Adaptationsmentioning

confidence: 99%

“…According to Yang et al (2020) the competitiveness of a company depends on its capability in terms of how well it performs in such dimensions as quality, delivery, cost and flexibility, which are the four strategic capabilities regarded as competitive priorities and mostly covered within conceptual and empirical studies. Therefore, in this current competitive environment, firms around the world tend to adopt many creativities (Prasad and Junni, 2016) and apply their critical resources in order to gain competitive priorities and overcome their rivals (Yang et al, 2020).…”

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confidence: 99%

“…These are defined by Day (1994) simply as the set of skills and firm's ability that are implemented by means of organizational processes to effectively manage its resources and the integration of operational activities within the organization to achieve higher performance. Organizational capabilities are desirable to help management to take the most appropriate decisions (Day, 1994;Chang et al, 2012;Yang et al, 2020) and effectively chase a viable competitive strategy (Hortinha et al, 2011) that would allow for gaining and sustaining a competitive edge in the highly dynamic and competitive environment. The radical technological transformation and rapid innovation in business operations is highly agile (Bodrozic and Adler, 2018) and techoriented, hence organizations lean towards discovering new opportunities effectively (Millar et al, 2018) as well as take advantage of those opportunities efficiently, to change their strategic focus easily and develop strategic direction (Souten et al, 2018).…”

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confidence: 99%

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Postmodern approaches to business management and innovative notions for contextual adaptation – A review

Thrassou¹,

Chebbi

Uzunboylu³

2021

EMJB

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PurposeThis article calls for a multi-perspective innovative strategic outlook to examine the matter across its varied managerial and marketing functions and across geographic regions and organizational types.Design/methodology/approachTraversing the typological and geographic spectrum of businesses, one observes an incessantly changing environment, characterized by constant shape-shifting of all macro- and micro-environmental forces. Amidst this ultra-competitive new setting, organizations globally are struggling to evolve in a manner that befits their individual and collective contextual developments. Irrevocably, time-honored strategies and tactics, appear decreasingly capable to deliver the means to increasingly obscure effects, thus, creating a visible gap in extant theoretical knowledge and a definite need for effective contemporary practices. Inescapably, organizations have begun to abandon the habitual road of conventional strategic practices to adopt innovative means to often innovative ends, urged also by the pandemic condition of 2020+.FindingsIt endeavors to implicitly define and communicate a changing organizational spirit and philosophy, infused with innovativeness, and which transcends the limitations of tangible functionality to embrace strategic, managerial and marketing notions pertaining to the wider business environment shifts and developments.Originality/valueThis article endeavors to implicitly define and communicate a changing organizational spirit and philosophy that transcends the limitations of tangible functionality to embrace strategic management and marketing notions pertaining to the wider business environment shifts and developments.

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“…Nowadays, to ensure its sustainable development and competitive ability in the constantly changing conditions (environment), increasingly companies become learning organizations with the characteristic management of knowledge and competencies. The sprouts of a learning organization concept can be found at the end of the 20 th century, but it is still developing and it is also highly topical nowadays (Anjaria, 2020; Antunes, Pinheiro, 2020; Barão et al, 2017;Bootz et al, 2019;Judrups, 2017;Serrat, 2017;Yang et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Evaluation of IT Companies as Learning Organizations from the Programmers’ Perspective

Katans¹,

Katane²

2021

Rural Environment. Education. Personality (REEP)

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The modern social science faces a new synergetic and social-ecological paradigm and the respective approaches in research activity. The synergetic approach allows for the investigation of a learning IT company as a “living” system, a synergic organization notable for its teamwork and team learning to ensure the introduction of innovations in the company and, along with that, a sustainable development and competitiveness of the company in a constantly changing environment. In its turn, the social-ecological approach allows a researcher to focus his attention on a continuous professional development of an individual programmer or a team of programmers by mutual cooperation and interaction with the whole IT company representing the environment of their professional activity and continuous learning. A learning organization has certain traits or indicators, which can be used for the evaluation of IT companies. The authors have developed a methodology for the evaluation of learning IT companies, which has been approved during the experimental research: a case study. 102 programmers working for various Latvian IT companies participated in the study. The aim of the study: to analyse the IT companies where the research participants work, evaluating them as learning organizations, as well as to assess the informational awareness and knowledge of the programmers about the continuous professional development and career growth possibilities at the respective companies. Among the 19 indicators (traits) of evaluation of a learning organization, the following three traits are the most typical ones for the IT companies where the research participants are working: (1) friendly atmosphere and mutual support within a company, cooperation when working as a team, sharing their knowledge, skills, competencies and experience while performing their work duties; (2) a company is trying to ensure its sustainable development and competitive ability; (3) self-education and continuous learning of a company to improve its activity and to diversify the variety of the target groups along with a continuous improvement of its products and services.

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The fit between market learning and organizational capabilities for management innovation

Cited by 29 publications

References 78 publications

Impact of Market Learning on Management Innovation: Mediating role of Knowledge Integration

Impact of Market Learning on Management Innovation: Mediating role of Knowledge Integration

Postmodern approaches to business management and innovative notions for contextual adaptation – A review

Evaluation of IT Companies as Learning Organizations from the Programmers’ Perspective

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