The impact of digitalisation vision and information technology on organisations' innovation

Tajudeen, Farzana Parveen; Nadarajah, Devika; Jaafar, Noor Ismawati; Sulaiman, Ainin

doi:10.1108/ejim-10-2020-0423

Cited by 68 publications

(43 citation statements)

References 63 publications

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“…They are important in acquiring market knowledge and transform it into technological innovations (Aydin, 2020). Innovation capabilities also help companies be ambidextrous, facilitating simultaneous exploitative and explorative innovation practices (Tajudeen et al , 2021). There are many definitions and models for innovation capabilities in the innovation literature (Iddris, 2016; Weber and Heidenreich, 2018).…”

Section: Literature Backgroundmentioning

confidence: 99%

Innovation capabilities for sustainability: a comparison between Green and Gray companies

Ostermann

Nascimento

Lopes

et al. 2021

EJIM

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PurposeThis paper aims to identify and compare the arrangements of innovation capabilities and their correlation with the socio-environmental responsibility of two groups: companies with less socio-environmental concern (Group Gray) and companies with greater socio-environmental concern (Group Green).Design/methodology/approachDescriptive and quantitative research with 1,322 Brazilian manufacturing companies was conducted. We analyzed (1) the actual arrangement of capabilities and (2) the ideal arrangement of capabilities with the greatest impact on innovation.FindingsResults suggest that there is a difference in the arrangement of capabilities between the two groups. Also, there is a difference between the capabilities that effectively receive the companies' attention and the capabilities that should be valued and developed. Green companies must focus their efforts on Transaction capability, followed respectively by Management, Development and Operation capabilities. Gray companies must focus on Development capability, followed by Management, Transaction and Operation capabilities.Originality/valueBy identifying the ideal capability arrangement, this research provides important information that can guide managers in planning internal strategies for investments, prioritizing management efforts and rearranging capabilities to boost innovation for sustainability.

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Section: Literature Backgroundmentioning

confidence: 99%

Innovation capabilities for sustainability: a comparison between Green and Gray companies

Ostermann

Nascimento

Lopes

et al. 2021

EJIM

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“…It is also confirmed that companies want to build their agility capability through adopting Industry 4.0 technologies [135][136][137]. However, the authors argued whether adopting the Industry 4.0 technologies increase agility in a dynamic way [138,139], or whether adopting the Industry 4.0 technologies presents a change management challenge [140]. Moreover, it is suggested that the change induced by adopting Industry 4.0 technologies is not ordinary but rather a radical change in culture, structure and operations of organizations [139,[141][142][143].…”

Section: Aspect Of Agility In Industry 40mentioning

confidence: 98%

Organizational Agility in Industry 4.0: A Systematic Literature Review

Mrugalska

Ahmed

2021

Sustainability

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Agility is the dynamic capability of an organization which helps it to manage a change and uncertainties in the environment. The purpose of this research is to review the literature from the perspective of agility in Industry 4.0. This paper systematically reviews 381 relevant articles from peer-reviewed academic journals in the period of the last five years. The results show that agility is important for an organization to adopt Industry 4.0 technologies as it helps companies to cope with the changes that arise along with the adoption of Industry 4.0 technologies. Further, it also indicates that by adopting Industry 4.0 technologies, companies can significantly enhance their agility capability into various aspects with different technologies. The technologies which enhance the agility are: smart manufacturing, internet of things, cyber-physical system, big data and analytics and cloud computing. On the other hand, important aspects of agility include supply chain, workforce, information system, facilities, management, manufacturing and technology agility.

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“…The two latter factors can enhance innovation capabilities of a company (see e.g. Tajudeen et al, 2022), play important role during the crisis, and are relatively under-researched in the case of SMEs. Our choice, and the importance of these phenomena, were also confirmed in a pilot study (qualitative interviews) described below.…”

Section: Organizational Entrepreneurship and Performancementioning

confidence: 99%

Entrepreneurial behaviors that shape performance in small family and non-family hotels during times of crisis

et al. 2022

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Recent economic and public health crises have posed important challenges to family businesses – particularly those in the hospitality sector. While sustaining a business, performance becomes critical; there is insufficient knowledge on the use of entrepreneurial behaviors in mitigating the impact of a crisis by family businesses. To help fill this gap, this study explores the configurations of entrepreneurial behaviors that lead to improved performance in small firms under crisis market conditions – particularly, risk-taking, innovativeness, proactiveness, flexibility, and digitalization. This study employs fuzzy-set qualitative comparative analysis (fsQCA). The sample consists of 117 one- and two-star Polish hotels that are comprised of both family and non-family businesses. The data was collected in November and December 2021. The results confirm the core role of risk-taking, proactiveness, and flexibility in increasing the performance of these small firms. However, performance outcomes depend on the configurations of the firms; differences between family and non-family businesses stood out. In family hotels, risk-taking is accompanied by flexibility as a core factor, and digitalization does not play an important role in achieving higher performance. Overall, these results contribute to the literature on organizational entrepreneurship (especially entrepreneurial orientation) as well as family business crisis management in the tourism sector. These findings offer implications for managers by indicating combinations of entrepreneurial behaviors that can help foster business performance.

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The impact of digitalisation vision and information technology on organisations' innovation

Cited by 68 publications

References 63 publications

Innovation capabilities for sustainability: a comparison between Green and Gray companies

Innovation capabilities for sustainability: a comparison between Green and Gray companies

Organizational Agility in Industry 4.0: A Systematic Literature Review

Entrepreneurial behaviors that shape performance in small family and non-family hotels during times of crisis

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