The performance implications of leveraging internal innovation through social media networks: An empirical verification of the smart fashion industry

Scuotto, Veronica; Giudice, Manlio Del; Peruta, Maria Rosaria Della; Tarba, Shlomo

doi:10.1016/j.techfore.2017.03.021

Cited by 145 publications

(110 citation statements)

References 110 publications

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“…Knowledge sharing activities open networks Kotabe, Martin, and domoto (2003), corsten and Felde (2005), Wuyts and geyskens (2005), Hsu et al (2008), Squire, cousins, and Brown (2009) collaborative approach ict specialised human resources it capabilities claro, Zylbersztajn, and omta 2004, Wynstra, axelsson, and van der Valk (2006), Pitelis (2009), Wamba et al (2015) combination of internal and external human resources Electronic Markets use of compatible technologies Heide and John (1990), Bakos and Brynjolfsson (1993), Benjamin and Wigand (1995), roberts and Mackay (1998) Multiply suppliers use of icts Embracing digital technologies in the ScM lambert and cooper 2000, Sambamurthy, Bharadwaj, and grover (2003), de Burca, Fynes, and Marshall (2005) Buyer-Supplier An interesting outcome emerges from the non-significant H 3 which stated that in the context of the SCM, the use of ICTs is negatively correlated with the high level of ICTs human resources capabilities (H 3 ) . Accordingly, the results show that there is not a negative correlation rejecting Matlay and Westhead's opinion (2007) which state that internal and external collaborations in SMEs are directly related to SMEs' ability to adopt and use innovative processes and new technologies but not to the existence of advanced knowledge about ICTs processes and structures.…”

Section: Variablesmentioning

confidence: 99%

“…Although the use of ICTs thus is recognised to be as a relevant facilitator in developing and coordinating buyer-supplier relationships (Hvolby and Trienekens 2002). Therefore, we assume that: Fundamentally the use of ICTs supports the search of new suppliers and also monitors their performance (Malone, Yates, and Benjamin 1987;Garicano and Kaplan 2001;Scuotto et al 2017). This due to in part of the friendly use of digital platforms which stimulates knowledge sharing externally and internally (Zhu, Kraemer, and Xu 2006;Scuotto, Del Giudice, and Carayannis 2016).…”

Section: Introductionmentioning

confidence: 99%

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A multiple buyer – supplier relationship in the context of SMEs’ digital supply chain management

Scuotto

Caputo

Villasalero

et al. 2017

Production Planning & Control

Self Cite

126

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By underlining the relevance of the use of ICTs, knowledge sharing and electronic markets for SMEs, it emerges the need for stimulating a debate on digitisation process of supply chain management (SCM). Electronic infrastructure in the service sector are reducing each kind of cost and improving multiply buyer-supplier relationships, facilitating negotiations and transactions. However, since the coordination costs are still high, the use of ICTs is limited. This phenomenon thus attracts the interests of scholars and practitioners. Although it still needs to further investigate. Especially, the optimal use of ICTs within SMEs' SCM have not been studied yet. Therefore, by leveraging on four proxies: ICTs specialised human resources, knowledge sharing activities, buyer-supplier relationships, adoption of electronic markets this optimal was analysed via structural equation modelling based on a sample of 1254 SMEs operating in the service sector in Italy.

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Section: Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A multiple buyer – supplier relationship in the context of SMEs’ digital supply chain management

Scuotto

Caputo

Villasalero

et al. 2017

Production Planning & Control

Self Cite

126

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“…On the other hand, virtual SNs are relationship systems established between acquaintances or friends, called contacts, that interrelate through electronic platforms associated with the Internet (Leal, García, Estrada, and Cabecero, 2018), examples whereof are Facebook, Twitter, WhatsApp and YouTube, which have created a space to develop interpersonal and interorganizational communication (Medina, Romero, and González, 2011;Farías, 2016;Crovi and López, 2014), through which information about the different activities carried out and materials flow (Scuotto, Del Giudice, Peruta, and Tarba, 2017).…”

Section: Information and Communication Technologies Social Network mentioning

confidence: 99%

Social networks and academic performance self-perception in business sciences students

Ahumada‐Tello¹,

Ripoll

Albarracín

2020

cuad.adm.

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Considering that individuals and organizations for different activities increasingly use social networks (SN), this paper seeks to describe the level of usefulness that business sciences university students find in them, and the impact thereof on their Academic Performance self-perception (APS). The results show that in both Mexico and Spain, the target audience considers that SN are useful for academic topics, this being more noticeable in the first country; Likewise, APS is better in Mexican students. On the other hand, using linear regressions as a statistical technique, in both nations was found that the more usefulness obtained from the SN, the higher students’ APS, which turned out more noticeable in the Spanish case. In today’s world, where thanks to information and communication technologies (ICTs), there are high possibilities for interconnection between people and organizations, these findings are of interest to universities, government bodies and companies because they all offer products and/or services to a public who needs to feel that the former know more and learn about them better, for which SN become a current and versatile tool for dissemination.

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“…In contrast to this labour-intensive and capital intensive SMEs, knowledge intensive SMEs dedicate less effort on the possession of intangible assets but they are more focused on building relationships with customers, suppliers and other external stakeholders from which they can acquire and update their existing knowledge (Alvesson, 1995). Commonly knowledge intensive industry seems to emphasize the relevance of employing entrepreneurial knowledge to the organizational environment and shares this with their external network (Egbu et al, 2004;Nordhaug, 1993;Leonard-Barton, 1995;Zhao and Wang, 2015;Scuotto et al, 2017a). They have a clear need for more knowledge and expertise which are acquired by establishing new relationships with external partners (Del Giudice et al, 2017b;Smith and Fischbacher, 2009;Scuotto et al, 2017bScuotto et al, , 2017d.…”

Section: Introductionmentioning

confidence: 99%

Do entrepreneurial knowledge and innovative attitude overcome “imperfections” in the innovation process? Insights from SMEs in the UK and Italy

Usai

Scuotto

Murray

et al. 2018

JKM

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On the basis that entrepreneurial knowledge spurs innovation and, in turn, generates a competitive advantage, the research seeks to explore the key "imperfections" of innovation process due to the dynamic, current technological progress in the knowledge intensive sector. The "imperfections" identified in risk management, asymmetric information in the knowledge management process, and holdup problems, can all disrupt collaborative partnerships and limit opportunities for innovation. Design/methodology/approach By offering a case study analysis on two small to medium enterprises one operating in the United Kingdom and the other one in Italy, the study explores three key imperfections: risk management, asymmetric information in the knowledge management process, and holdup problems which occur in the innovation process. Finding The entrepreneurs face these imperfections by adopting an open innovation model. Notwithstanding both entrepreneurs had to deal with all "imperfections", their skills attributes, attitude, and aptitude allow them to grow their business and continually develop new products. Therefore, the imperfections do not limit the innovative capacity of an entrepreneur but rather enhance their challengeable attitude. In this regard, the case studies induce a further analysis on entrepreneurial knowledge intertwined with entrepreneurial risk management and networking skills. Research limitations/implications The empirical significance of two cases does not allow theorization. However, the research offers interesting results which can be strengthened by a comparative case study with other countries or deep investigated by a quantitative approach. Originality/value By leveraging entrepreneurial knowledge the imperfections noted in the innovation process can be overcome. Entrepreneurial knowledge is recognised as the main asset of an enterprise if it is combined with external talent or human resources. Entrepreneurs aim to develop innovative approaches and ideas through establishing both formal and informal collaborative partnerships relationships which are employed thanks to the entrepreneurs' networking skills, knowledge, and abilities.

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The performance implications of leveraging internal innovation through social media networks: An empirical verification of the smart fashion industry

Cited by 145 publications

References 110 publications

A multiple buyer – supplier relationship in the context of SMEs’ digital supply chain management

A multiple buyer – supplier relationship in the context of SMEs’ digital supply chain management

Social networks and academic performance self-perception in business sciences students

Do entrepreneurial knowledge and innovative attitude overcome “imperfections” in the innovation process? Insights from SMEs in the UK and Italy

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